Australia Edition 4

THE MARKET 

The home entertainment market in Australia is big 

business and that business is being driven by the 

DVD format. Australians embraced the DVD format 

faster than any other technological or entettainment 

format in history. Since hitting the market in 1998, 

the DVD format has grown to over 5 I per cent 

penetration into households. 

The entertainment product now available on 

DVD is widely varied with movies representing 72 

per cent of all sales. The movie category isn't just 

driven by the big ticket new release films like 'X 

Men 2' and 'Daredevil', the real growth area has 

been catalogue product or films in home 

entertainment release for four months or longer. 

Catalogue product at the end of 2003 represented a 

69 per cent growth in shipped units year on year 

proving that Australians are avid collectors as well 

as renters. 20th Century Fox Home Entertainment 

has a very strong back catalogue of films from the 

classics like 'The Sound of Music' to new famil y 

favourites like 'Ice Age' . 

Other product categories showing excellent 

growth are Music and Television programming. 20th 

Centmy Fox Home Entettainment is the market leader 

in the rapidly growing television DVD sub categ01y. 

Key brands include Buffy the Vampire Slayer, Angel, 

The Simpsons, Futurama and 24. 

In addition to the rapid growth in the retai l area, 

the rental market remains very strong with 

Australians still the world' s biggest renters of video 

and DVD per capita. Rental outlets still number 

over 2000 nationwide with a large number of outlets 

both selling and renting product to a dedicated 

consumer base. 

At the end of 2003 the total rental market was 

valued at $236.5 million while the retail market had 

grown to over $800 million. Fox's revenue has 

grown in that period by more than 40 per cent across 

the market with an average market share in rental of 

16.34 per cent placing it in the top three of software 

distributors and at the top of retail sales with an 

average 15.9 per cent market share. 

ACHIEVEMENTS 

The growth of Fox Home Entertainment has been 

spectacular. Sales in fiscal 1995 were $28 million 

with sales in fiscal2003 forecast at over $ 140 million. 

Fox has been listed by BRW as one of Australia's 

I 00 fastest growing companies and also as one of 

the top employers listed in the 'Best Companies To 

Work For In Australia' as published by Allen & 

Unwin. As prut of an international organisation, 

the Australian Fox subsidiary has tended to grow 

faster than many others around the world and now 

ranks 5th in Fox Home Entettainment internationally. 

Fox Home Entettainment has fostered lucrative 

distribution partnerships with other major 

international studios such as MGM and Regency 

Films, as well as high-profile Australian 

independents like Palace Films. These prutnerships 

have allowed Fox to distribute some of the most 

highly regru·ded and commercial films outside of its 

own studio's production facilities. 

As a company born out of the development of 

new technologies, Fox continually embraces their 

use to become more competitive and cost effective 

in its trading environment. Fox has adopted a 

flexible approach to sales, marketing and distribution 

that has made it an agent of change in a highly 

competitive environment. 

The greatest strength Fox has is its relationship 

with the major retailers in both the rental and retail 

channels. This is partly due to the focus Fox 

maintains on achieving profitable and sustainable 

gains for all its business partners. Relationship 

marketing is a key strategy and, as a result, trading 

relationships are robust and co-operative. 

Fox mru·keting sets standards both at home and 

internationally earning multiple awards and 

industry recognition for innovative and effective 

campaigns within both the rental and retai l 

channels. 

The competitive advantage Fox enjoys is due 

not only to a well-developed understanding of 

these channels but also to the implementation of 

sophisticated Electronic Data Interchange (EDI) 

processes. Retail inventory management at Fox is 

handled by the VISION system, and world's best 

practice supply chain processes are being 

introduced with leading retailers. The use of EDI, 

POS scan data and scan picking and production of 

shipping cattons enables error-free and paperless 

supply. 

HISTORY 

20th Century Fox Home Entertainment has a long 

hi story of successful distribution in Australia, 

beginning before 1983 when Magnetic Video 

evolved into an international joint 

'Jiiii~;:::;;,j:=;-::;;jiiiiiil 

venture between CBS- 

~ Fox and the studio. 

The studio took 

complete control in 

1991 and, as a result, 

the relationship was 

strengthened further. 

Fox became a retail 

channel distributor in 

1996 and has since 

gained market 

leadership through 

the use of superior 

technology, experienced 

sales and 

mru·keting personnel 

and the development 

df close retai ler 

relationships. 

In 1999, the 

122

Australian offices of 20th Century Fox Home 

Entettainment relocated to the Fox Studio at the 

site of the old Sydney Show ground. 

THE PRODUCT 

Over 70 per cent of the DVDs sold in Australia ru·e 

live action movies, and Fox has established mru·ket 

leadership in the mru·keting, promotion, sales and 

distribution of feature films. 

Fox has adopted a p01tfolio management style 

to platform each ru·ea of its product offering. From 

new release films for the rental market to a catalogue 

of over 400 films on both formats to the retail mru·ket, 

Fox has enjoyed outstanding distribution 

successes and many record breaking results. 

With a mix of outstanding 'evergreen' films such 

as 'Braveherut', 'Titanic', 'The Sound of Music', 

'Fight Club', and 'X-Men' to mention only a few, 

Fox has one of the strongest video and DVD 

catalogues available. Complementing the individual 

films are the strong film and television franchises 

including the TV hits The Simpsons, X-Files, Buffy 

The Vampire Slayer and Angel as well as many 

others. 

In addition to an outstanding new release lineup, 

Fox will continue to drive category growth via 

the extensive catalogue. 

RECENT DEVELOPMENTS 

New release highlights in 2004 

include Peter Weir's epic 

masterpiece ' Master and 

Commander' (nominated for l 0 ' 

Academy Awards and winner of 

two Oscars plus the BAFTA 

Awmd for BestDirector), 'The Day 

After Tomorrow', a special-effects 

packed mega-event picture from 

the director of 'Independence 

Day' (Roland Emmerich), the sci-fi 

thriller 'I, Robot' starring Will 

Srnith, the action packed 'Alien vs 

Predator' (whoever wins, we lose!), 

and Bill Murray brings the frunous 

crutoon-strip fat cat to life on the 

big screen in 'Garfield'! The most 

requested DVD ever will also be 

released in September 2004 when 

the Star Wars Trilogy comes to 

D VD for the fu·st time' 

The development and ;,?--------------- 

consumer acceptance of DVD has 

created enormous growth in both 

the rental and retail channels. 

What was old is new and exciting 

again with DVD Special Edition 

releases of films as diverse as 

'Independence Day' and 'The ~ 

Sound of Music'. The excitement 

of this new format is growing at ~ 

an unbelievable rate with DVD ~ 

driving the consumer to rent and !I 

purchase with new enthusiasm. ~ 

20th Century Fox will continue ~ 

to invest in the growth of the Ill 

Home Entertainment category by 

working closely with rental and " 

retail prutners. The goal is to make 

DVD easily accessible to every 

Australian via gold standmd in- 

.. 

store execution and a marketing 

activity plan that will include 

heavy above-the-line media 

investment and long 

promotional partnerships. 

PRO MonON 

Fox spends both strategically 

and aggressively on mru·keting, 

specifically in the areas of 

consumer advertising, point of 

sale, retail execution, publicity 

and promotions and retailer 

specific promotions. 

Consumer advertising is 

targeted to reach the individual 

product's main demographic 

segment. The primmy choice for 

new release and re-promoted 

product is terrestrial television, 

Pay TV, specialist press and radio 

advertising, supplemented 

by other forms of media 

such as database mailers 

and in-store point of 

purchase materials. 

The Fox publicity and 

promotions team works 

with both rental and retail 

product to create a 

competlttve edge, 

concentrating on several 

!!!.---key strategies to position 

Fox product for both the 

industry and consumers. 

Fox has driven 

RENEE ZELLWEGER EWAN McGREGOR enormous market growth 

with seasonal catalogue 

Dowfi WiT"tt l.PVE campaigns such as X 

tremeDVD, Father's Day 

and Best of the Best. 

These promotions have 

generated mru·ket leading 

sales results. Fox will 

continue to drive these 

campaigns using a broadbased 

media strategy and 

catalogue marketing 

expertise to attract 

promotional prutners and 

drive category growth. 

The team maximises 

sales potential through 

cross promotions, 

product tie-ins and public 

relations; develops longterm 

third party partner 

relationships; and 

engineers and implements 

strong relationships with 

key members of the press. 

The team also plans and 

implements talent tours, 

interviews and press 

opportunities; creates 

event marketing plans 

including PR events and 

trade and retail specific 

launches; and develops 

retail campaigns to drive 

sales and increase retail 

presence. 

As a News Corp 

company, 20t" Centwy Fox 

Home Entertainment has 

formed unprecedented 

alliances with Fox 

theatrical, television, 

Foxtel cable television and 

News Corp publications. 

This has created a strong 

corporate synergy which 

gives all the organisations 

involved a competitive 

edge in their respective 

markets. Promotional 

partnerships with News 

publications, entertainment 

affil iates and 

allied firms like Harper 

Collins in publishing ru·e 

especially effective. 

BRAND VALUES 

Fox Home Entettainment 

carries the name and 

iconography of its parent 

20th Century Fox, one of the oldest and most 

recognised film studios in the world. As a distributor 

of entertainment and some of the best-loved films 

of all time Fox represents memoties, laughter, drama, 

songs and emotion to every generation. Fox is 

committed to delivering high quality replication of 

these films on VHS and DVD, which conform to the 

high standru·ds expected by the consumer. 

THINGS YOU DIDN'T KNOW ABOUT 

201H CENTURV FOX HOME ENTERI'AINMENT 

0 The 20t" Century Fox Home 

Entettainment team is relatively small, 

witl1 only 39 full time members. 

0 The blockbuster hit film, 'Titanic', has 

sold neru·ly I million units into the 

Australian mru·ketplace across the 

video and DVD formats ... that's I in 6 

households. 

0 The production line which assembles 

Fox videos automatically opens tl1e 

video box, inserts the slick, drops in the 

cassette, closes tl1e box and adds a 

price label at the rate of 1700 boxes per 

hour. 

123

ABC 

THE MARKET 

One of Australia's most valued and 

trusted brands, the ABC operates 

across a range of platforms, ensuring 

that as many people as possible are 

able to access the ABC content and 

services available nationally and 

internationally. 

In an average week an estimated 

75 per cent of Australians use ABC 

services. 

ACHIEVEMENTS 

ABC Television is Australia's only 

national, commercial-free public 

television broadcaster. Innovative 

and quality programming has always 

been the hallmark of ABC TV On 

average, more than eighty new 

programs are launched each year 

providing the viewer with a rich mix 

of locally produced and overseas 

material. The emphasis continues to 

be on Australian productions with 

60 per cent Australian content in 

prime time- 6 pm to midnight. 

ABC Radio reaches Australians 

through five tenestrial networks and 

Internet radio, and listeners in the Asia Pacific 

region through its international network Radio 

Australia. 

ABC New Media and Digital Services 

coordinates all the ABC's online activities and 

websites as well as developing content for 

new and emerging platforms and initiatives ' 

such as broadband, digital TV, interactive 

TV (iTV) SMS, wireless and datacasting. 

ABC Online consistently rates as one of 

the fifteen most popular sites in 

Australia. In 2003, ABC Online had an 

average monthly reach of 1.2 million 

Australians, representing an 

average of 13.2 percentoftheactive 

Australian Internet population. 

ABC News and Cunent Affairs 

provides the most comprehensive 

news and cunent affairs coverage 

of any Australian media 

organisation. More than 24,000 

hours of news and current affairs are 

broadcast annually across radio, 

television and online. 

ABC Enterprises creates, licenses, 

markets and retails quality consumer 

products which reflect and extend the scope of ABC 

programs and services. ABC Enterprises operates 

37 ABC Shops and 85 ABC Centres, the net revenue 

from which goes directly into further ABC 

programming initiatives. In 2002-2003, ABC 

Enterprises provided $9.83 million to the 

Corporation. 

HISTORY 

The ABC was inaugurated in 1932 by 

then Prime Minister Joseph Lyons. 

Twelve radio stations were brought 

together under the banner of the 

Australian Broadcasting 

Commission. 

Until 1935 all programs 

went to air live. Over half the 

early programs were music 

and in 1936 the ABC began 

establishing studio 

broadcasting orchestras in all 

States. These provided the 

foundation for the state 

symphony orchestras which 

m the late 1990s 

progressively became 

independent subsidiary companies 

of the ABC. 

In 1947 the ABC established its 

own independent news service and 

in 1950 Radio Australia finally came 

under full control of the ABC. In 1956 

ABC Television began transmission 

in Sydney and Melbourne. In 1965 

the ABC logo came into use, in 197 4 

the first ABC shop opened and in 

1983 the ABC became a Corporation. 

From 1985 ABC Television could 

transmit programs nationally via the 

Aussat satellite and in 1995 the 

ABC's Multi Media (now New 

Media and Digital Services) division 

was established. 

THE PRODUCT 

ABC TV programs continue to win 

viewer and critical acclaim with the 

highest ever free-to-air audience 

share. Programs of all geru·es are also 

winning major peer-voted national 

and international awards. Free to air 

commercial channels vie to acquire 

concepts, programs and 

personalities pioneered by ABC TV 

Stories broken by programs such as Four 

Corners, Australian Story and Andrew Denton's 

Enough Rope regularly receive major press 

exposure. Characters from some ABC TV programs 

such as Mother and Son, SeaChange, Bananas in 

Pyjamas and Kath & Kim have become Australian 

icons. Three generations of Australians know the 

words to the Play School song. 

ABC Radio National plays a unique role in the 

Australian radio market, with specialist information 

programs that touch on every aspect of life 

including health, politics, religion, science and the 

arts - giving a breadth of ideas and analysis. A 

10

number of the network's programs including The 

Science Show and Singers of Renown have enjoyed 

record-breaking longevity, maintaining audience 

interest over many years. 

ABC Classic FM, Australia's only national 

classical music station offers an eclectic mix of 

music and music information. The network plays a 

key role in fostering the work of Australian 

composers and performers as well as bringing 

Australians conceit pe1formances from around the 

world. 

The ABC's youth network triple j targets an 

audience of 18-24 year olds. The network gives 

significant support to new Australian music with a 

play list that is more than 40 per cent Australian. Its 

programs explore issues of interest and concern to 

young Australians. 

ABC NewsRadio provides a continuous news 

and information service and can be heard in all 

capital cities plus Northern Tasmania, Newcastle, 

the Gold Coast and Gosford. When Federal 

Parliament is in session NewsRadio crosses to 

Canberra for live coverage while the regular 

programming continues to be streamed on the 

Internet. 

ABC Local Radio provides an outlet for local 

information, news and views through a network of 

nine metropolitan and 51 regional stations. It offers 

a mix of news, cun·ent affairs, talkback, sport music 

and rural matters. 

dig is an Internet radio station offering a diverse 

range of non-stop music, as well as music news, 

reviews, concerts and interviews, for a 30-plus 

audience. Its non-stop music stream is also 

broadcast as an audio service on digital television. 

ABC News and Cun·entAffairs provides the most 

comprehensive news and current affairs coverage 

of any Australian media organisation. It includes 

analytical and investigative reporting of the 

nation's business, community and political affairs 

with award-winning programs such as the 7.30 

Report, 4 Corners, Lateline and Australian Story as 

well as Insiders and Landline on TV and AM and 

PM on radio. 

ABC New Media and Digital Services is a leader 

in developing and creating high quality, innovative 

content across multiple platforms as well as 

extending and enhancing the prograrruning of ABC 

Radio and Television. It provides a distinctly 

Australian perspective on local, national and 

international activities to online and new media 

users throughout Australia and internationally. 

The four business units of ABC Enterprises- 

ABC Consumer Publishing, ABC Retail, ABC 

Content Sales and ABC Resource Hire - are 

responsible for selling and distributing 

programming and content, the hiring of resources 

and developing and retailing \ 

products relating to ABC 

programming or Charter roles. 

RECENT 

DEVELOPMENTS 

ABC New Media and Digital 

Services' innovative broadband 

service was established in 2001 and 

enables audiences to interact with 

high quality rich media content ~ 1 • 

on demand. The ABC 121 p ~ 1 

Broadband service offers several r-'1 :..J 

channels including News, Kids, 

cooking, comedy and music. 

As the digital environment evolves NM&DS is 

at the forefront of developments, producing 

content for emerging platforms including wireless 

and some of Australia's first iTV programs, helping 

to shape the format of this new platform. NM&DS 

is also actively involved in datacasting and digital 

radio trials. 

Launched on December 31, 2001 ABC Asia 

Pacific is the ABC's free-to-air international satellite 

television service catering to the Asia-Pacific region. 

Drawing on the expertise of the ABC's network of 

reporters, programs take a daily look at issues and 

events across the region as well as considering 

global issues from a regional standpoint 

dig, the ABC's first Internet radio station, was 

launched in 2002. 

At the end of 2003, ABC Radio began 

broadcasting digital radio trials in Sydney and 

Melbourne. 

PROMOTION 

Press coverage and cross promotion in its own 

output provide most of the promotion of ABC 

programs and publications. Cross promotion varies 

from on-air mentions to scripted promos and TV 

voiceovers. 

A recent high-profile advertising campaign 

'enemy of average' aimed to reposition the youth 

radio network triple j in the 18-24 year market. 

ABC TV's station identification campaign 

'everyone's ABC', launched in 2003, was designed 

to give a feeling of involvement among viewers 

and show faces and images that reflect Australia's 

diversity. 

Involvement in community activities is an important 

way of keeping the ABC brand in the public eye and 

giving a 'human face' to the national brooclcaster. The 

ABC's exhibition trailer travels around the country to 

local events. It offers the Australian public an 

interactive hands-on experience of ABC programs, 

personalities and services. 

BRAND VALUES 

The vision for the ABC is to be both valued and 

integral to Australia's culture, and its mission is to 

engage its audiences with an independent, 

distinctive and appealing mix of prograrruning 

and content, delivered via multi-platform 

services. 

The ABC is guided by these values: 

Editorial Excellence - aspiring to the 

highest standards of accuracy, impartiality 

and independence, in reflecting a balanced 

and broad range of views and interests 

through adherence to editorial policies and 

guidelines. 

Innovation and Creativity - striving for 

excellence in the development and 

presentation of distinctive information and 

cultural programming content. 

Universal Access- ensuring that all Australians 

can access services that provide the knowledge 

required in a modern information-based society. 

Our People - providing opportunities for the 

ABC's people to grow, personally and 

professionally, during their time with the 

Corporation. 

Good Governance - demonstrating accountability 

for the efficient and effective use of public 

resources. 

Shared Commitment - accepting the shared 

obligation to act responsibly and with a commitment 

to fairness and justice. 

Courage - encouraging the leadership and 

vision to adapt to change with flexibility, integrity 

and decisiveness. 

0 

0 

0 

0 

0 

0 

0 

0 


THE ABC 

The ABC is Australia's largest radio 

and television network, covering 98 per 

cent of the Australian continent. 

99 out of the top l 00 children's (0-12) 

programs on Australian TV, in 2003 

were broadcast on ABC TV. 

More than 190 countJies buy ABC 

Television programs from ABC Content 

Sales; the revenue earned is fed back 

into program making. 

You would have to stay awake for over 

250 days to hear the more than 500,000 

news stmies that ABC NewsRadio 

broadcasts every year. 

triple j is AustJ·alia' s greatest suppmter 

of home grown music. Grinspoon, 

Killing Heidi and Endorphin were 

'unearthed' on the National Youth 

Network that keeps AustJ·alian music 

alive. 

When ABC Online was first launched 

in July 1995, it was a collection of6 

websites. Today, ABC Online carries 

more than 1.5 million individual web 

pages and the site consistently ranks 

in the top fifteen websites accessed by 

Australians. 

More than 1 million Australians visit 

ABC Online each month and around 

2.5 1nillion visit over a quarterly period. 

ABC Asia Pacific satellite coverage 

extends from Bangladesh in the west, 

Korea in the north ar1d as far· east as 

the Cook Islands. 

11

THE MARKET 

The Australian Gas Light 

Company (AGL) is the largest 

retail energy supplier in 

Australia, offering gas and 

electricity services to around 3 

million customers. The 

company 's interests are 

concentrated in the populous 

south-eastern corner of 

Australia, where AGL has been 

operating since 1837 when it 

was establ ished to light the 

streets of Sydney with town gas. 

From these humble 

beginnings, AGL has exp

In 1976, AGL introduced natural gas, and growth 

continued through the 1990s. In recent yeru·s, the 

privatisation of the Victorian and South Australian 

energy industries has enabled AGL to expand its 

business for the first time into electricity through 

the addition of new customers and network 

infrastructure. Retail competition in SA, Victoria and 

NSW has also added a new element of challenge 

for AGL which will define the company' s future as 

it moves into thi s new century. 

THE PRODUCT 

Customers' changing energy requirements continue 

to define AGL, which has developed a full suite of 

competitive gas and electricity products, tailored 

to suit customer needs. As well as having the 

capability to offer customers the convenience of 

electricity and gas from one provider, AGL also is 

now catering for those customers with a green 

preference. AGL has introduced a suite of green 

products under the banner of AGLGreen Choice, 

including AGL Green Balance which is the first 

Australian Greenhouse Friendly product to be 

officially certified by the Australian Greenhouse 

Office. 

Beyond the supply of gas and electricity AGL 

also provides a range of additional services to meet 

the needs of consumers. AGL's Energy Shop 

franchises have been established in South Australia 

and New South Wales to provide value and advice 

on energy efficient appliances. AGL also offers 

commercial and residential gas appliance repair, 

electrical repairs and maintenance, and hot water 

repair or replacement services tlu·ough AGL Assist 

in New South Wales, Victoria and South Australia. 

AG L infrastructure and services compru1y, 

Agility, provides operational and maintenance 

services to AGL Gas Networks for both natural gas 

and electricity di stribution. It also provides the 

diverse ski lls of its personnel to other asset owners 

and developers. Services include project 

commercialisation; design, construction and 

commissioning; commercial and technical asset 

management and regulatory support; and a 

comprehensive range of field operating services 

including maintenance, communications and 

business systems. 


The largest single change in Australia's energy 

mmket came with the move to deregulation. This 

began in 1994 when Professor Fred Hilmer's report 

suggested that major economic benefits could 

arise from the creation of a free and 

deregulated energy mru·ket. 

Energy mru·ket reform began in August 

1997 with deregulation of the natural gas 

industry in New South Wales. 

The deregulation of the electricity 

market in New South Wales, Victoria and 

South Australia occurred in parallel with the 

corporatisation of state-owned utilities. In 

1995, AGL acquired 50 per cent of one of 

the Victorian electricity distribution and 

retailing companies, Solaris Power. In 

Jmmru·y 1998, AGL acquired the remaining 

half share in Solmis Power, which is now 

branded as AGL. 

Similru·Iy, AGL acq uired the retail ru-m of 

The Electricity Trust of South Australia, 

ETSA Power, in Jm1uru·y 2000 and Pulse 

Energy, a Victorian gas and e lectricity 

retailer, in 2002. 

These acquisitions have led to AGL's 

emergence as the nation's largest combined 

energy transmission, distribution, energy 

retailing and marketing company with $4.5 

billion worth of assets in Australia and New 

Zealand. 

AGL is now focused on further growing the 

business both organically and through appropriate 

investments in power generation and renewable 

energy. AGL is specifically seeking investments 

which will deliver appropriate returns and fmther 

diversify the company's portfolio of downstreaiTI 

energy assets. 

PROMOTION 

In 1974 AGL transformed its linage in prepru·ation 

for the new fuel, natural gas. The company adopted 

a new logo symbolising the change to 

environmentally friendly natural gas. The 'Living 

Flame' advertising caiTipaign in 1979 signalled a new 

beginning as AGL set out to recapture its historic 

position of dominance in the energy mmket. 

A number of other campaigns, including the 

highly-recognised Mimi the Mouse campaign, were 

introduced during the next decade. More recently, 

AGL launched a new campaign to better reflect the 

needs and aspirations of Australians. This cmnpaign 

shows slices of everyday life- capturing some true 

moments in life that everyone can relate to - and 

demonstrates how AGL' s range of energy products 

and services me an integral part of that. 

All of these campaigns have been successful in 

making AGL one of the most recognised gas and 

electricity companies in Australia. 

BRAND VALUES 

In all that it does, AGL helps people to get 

on with their lives. Every day, the 

company strives to provide customers 

with value, expertise ru1d friendly service. 

The brand values, including being 

Australian, dependable and expe1t, reflect 

AGL's long hi story while propelling the 

company into the future. AGL is uniquely 

Australian because the company was there 

more than 165 yew-s ago when Australia 

was beginning to take its present shape. 

Its presence made an enormous difference 

to the everyday I i ves of people and 

business. AGL is dependable because it 

knows what to do when the going gets 

tough - people can depend on AGL 

whether it's fixing a gas hot water heater or 

helping them during a crisis. 

And the company uses its wide-ranging 

expertise to solve the really hru-d problems 

AGL believes in energy know-how as a 

strength in all of its people. 


AGL 

0 AGL provided the engineering 

expe1tise that designed and built the 

burner for the Olympic flame at the 

Sydney 2000 grunes. 

0 In 1959,AGLbecruneoneofthefirst 

compm1ies in Australia to employ 

computerised record-keeping systems. 

0 In 1871 ,AGLwasoneofthefirst 

companies listed on the Sydney (now 

the Australim1) Stock Exchange. 

0 AGL is the second-oldest company in 

Australia still trading under its 01iginal 

name. 

0 AGL was the first gas and electricity 

retailer to offer a greenhouse-friendly 

product, Green Balance TM, approved 

by the Austra1im1 Greenhouse Office. 

13

The Official Card of the Australian Open. 

THE MARKET 

American Express International is a world leader in 

travel and financial services including charge and 

credit cards, Travellers Cheques, financial planning, 

investment products, insurance and international 

banking. 

Through its family of Corporate Card and 

business travel services, American Express helps 

companies manage their travel, entertainment and 

purchasing expenses. 

As the world's largest travel agency, American 

Express offers travel and related consulting services 

to individuals and corporations around the world. 

In Australia, American Express competes in a 

highly competitive and dynamic industry. The 

company dominates the Corporate Card market with 

58 per cent; 85 per cent of charge Cardmembers 

and 45 per cent of credit Cardmembers are enrolled 

in its Membership Rewards TM loyalty program. 

ACHIEVEMENTS 

American Express was the first company to offer a 

loyalty program and the company recently 

reaffirmed its commitment to the program by 

launching in the Australian market, Rewards 

Maximiser , a new credit card designed for 

consumers who want to accumulate and redeem 

more rewards points - faster. 

All Ame1ican Express Credit Cards- including 

American Express Gold Credit Card, American 

Express Blue Credit Card and the various cobranded 

credit cards - rated by CANNEX, an 

independent retail financial research company, have 

been awarded 'five stars' in its benchmarking of 

225 credit card products from over 70 financial 

institutions in Australia. Sta.J· ratings are not only 

used as an independent indicator of value but are 

recommended by the Australian Consumers 

Association to consumers as a measure of product 

performance. 

CANNEX also rated American Express as the 

number one Credit Card for both high and moderate 

users. 

American Express was named the 2002 Credit 

Card Provider of the Year in the Personal Investor 

Magazine Awards. 

American Express received a ' 2003 Best 

Employer to Work for in Australia' award, published 

in the Financial Review's Boss Magazine in March 

2003. 

The Corporate Research Foundation chose 

American Express as one of only 29 organisations 

to be cited as the Best Companies to Work for in 

Australia. American Express was also once again 

one of the companies to receive the Employer of 

Choice for Women title. This is awarded to 

companies with a proven track record of advancing 

the status of women in the workforce. 

HISTORY 

The express and freight forwarding business upon 

which American Express was founded was an 

essential service, and its stagecoach, express 

wagon and railway car staff were rugged individuals 

whose duties were romanticised by the public. 

During the latter half of the 19' 11 Century, as 

Americans developed an intense appetite for travel, 

the company expanded its freight forwarding 

services into Europe. Americans abroad began to 

rely on the company for travel advice, and American 

Express increasingly became a travel services 

company. 

With World War I, American Express' 

international growth plans were quashed. When 

the United States entered the war in 1917, the 

railroads were commandeered for government 

purposes and the express and freight companies 

were consolidated into a single entity, known as 

the American Railway Express Company. 

However, with its strong money order sales 

and the introduction of the Travellers Cheque in 

1891, American Express had diversified its 

businesses enough to separate its growing travel 

and financial operations from the freight and 

express businesses and the company thrived 

despite the loss of its core business. In time the 

travel business flourished, and the company's 

14

financial businesses also performed well. 

By the early 1950s, American Express had 

solidified its position as one of the world's 

premier travel companies. Its offices around 

the globe - like the famous I I, rue Scribe 

site in Paris-were every American traveller's 

"home away from home." The company's 

travellers cheques became the best-selling 

product of their kind in the world, a position 

they still hold. American Express' 

international banking business expanded, 

and the company' s contracts with the U.S. 

government to provide banking services to 

military personnel and their families stationed 

outside the United States following World 

War II helped build a broader customer base 

for the company. 

But the 1950s also brought about another 

dramatic transformation of American 

Express, including the beginning of a 

continued presence in Australia. In 1954, the 

company opened a travel office located in a 

department store in Sydney. In the US in 

1958, American Express launched the 

American Express Card, which became the 

touchstone for the company's next 

transformation. The Card business, which 

had been viewed as a supplemental business 

unit, quickly became the company's core 

business. 

In 1974, Australia's dollar became only 

the 16' 11 currency to have its own 

denominated card. In the 1970s and early 1980s, 

American Express diversified its holdings through 

acquisitions and became what the business press 

dubbed a 'financial supermarket'. 

During the early 1990s, American Express 

reinvented itself and focused almost singlemindedly 

on the brand and its application to 

those businesses. The company's U.S. financial 

planning unit was rebranded in 1995 as American 

Express Financial Advisors. In the late 1990s as 

the company experienced a period of market 

share gains across several of its businesses, 

American Express launched the world's first card 

rewards program, Membership Miles (later called 

Membership RewardsTM), which has spawned a 

host of followers. 

The company also began the process of 

extending its brand through 

a broad range of 

partnerships with companies 

sharing its core brand 

attributes of Quality, 

Customer Commitment, 

Security, Trust and Integrity 

which has seen American 

Express enter the new 

millennium with a strong and 

visible brand that is 

meaningful and respected by people a.J·ound the 

world. 

THE PRODUCT 

American Express values diversity and its products 

and services a.J·e as diverse as the company itself. 

The company's principal lines of business are 

organised into four groups: The Global Financial 

Services Group (which includes American Express 

Financial Advisors and American Express Bank); 

americanexpress.com.au 

CARL W VOLCKMANN 

29 NURSERY RD 

HUNTINGTON STAN 

the U.S. Consumer and Small Business Services 

Group (which includes its Credit and Charge Card 

businesses); the Global Corporate Services Group 

(which includes the company's Corporate Card and 

Corporate Travel businesses); and the Global 

Establishment Services and Travellers Cheque 

Group. 

Through these four groups, American Express 

serves the broad needs of its global customer base. 

Whether you are a student booking a tour through 

a travel service office, a small business owner or a 

multinational corporation, American Express' 

commitment to delivering a superior Customer 

Experience means customised service designed to 

meet your unique needs. 


In 2003, American Express 

acquired Rosenbluth 

International, a leading 

global travel management 

company with corporate 

travel operations in 15 

counu·ies and 2002 global 

business travel volume of 

more than $US3 billion. The 

combined 2002 volume of 

the two firms, $US 18.5 

billion, builds on American Express' global 

leadership position in corporate travel management. 

Also in 2003, Ame1ican Express and Travelscene 

announced a lead franchise agreement that will 

create one of the largest travel networks in Ausu·a!ia 

with more than 650 offices across every state and 

territory. Travel scene is a wholly owned Australian 

travel franchise. 

Travelscene took on the day-to-day 

management of the American Express Travel Service 

network, while American Express continues 

to provide strategic direction, marketing and 

training support. The deal is intended to 

improve services for members of both 

networks, and to allow Travelscene to 

continue its outstanding growth. 

American Express also recently 

purchased the AMP credit card portfolio 

in Australia and New Zealand, adding 

some 160,000 new Cardmembers. 

PROMOTION 

American Express has long been known 

for its inventive advertising. From 'Mr 

Wong' and 'Don' t leave home without it' 

to the 'Membership Has Its Privileges' 

campaign of the 1980s or the highly visible 

participation of Jeny Seinfeld and Tiger 

Woods as American Express spokesmen 

in the 1990s and beyond, advertising has 

long played a role in American Express' 

sustained recognition. 

American Express takes an holistic and 

strategic view of its brand positioning and 

today's ' Long Live Dreams' brand 

campaign which was launched in 2002 in 

Australia reflects the company' s wide 

range of products and business solutions 

and the company's commitment to help its 

customers achieve their dreams by making 

the most oflife's possibilities. 

BRAND VALUES 

American Express has set itself the vision of 

becoming the world's most respected service brand. 

American Express is committed to making a 

positive difference in its clients' lives. No matter 

how they choose to define 'success,' whatever their 

aspirations, whatever they choose to accomplish, 

wherever their dreams take them, the company's 

will to win and sense of personal accountability 

will ensure that American Express is there to help. 


AMERICAN EXPRESS 

American Express has an outstanding tradition 

of assisting customers, but few people know 

just how outstanding! 

0 While on board a cruise ship in 

Australia, a Cardmember found that 

someone had removed the last ten 

pages of a novel she was reading. The 

Cardmember contacted Ame1ican 

Express, who faxed her a copy of the 

missing pages. 

0 A Platinum Cardmember wanted to buy 

two Siamese kittens. American Express 

found them after searching va.Jious 

breeders throughout Australia and 

delivered them straight to their new home. 

0 During a mission in the First Gulf Wa.J·, 

a Royal Air Force (RAF) pilot needed 

to make an unscheduled landing in 

Saudi Arabia to refuel. The petrol 

station attendant happily cha.J·ged the 

14,000 liu·es of fuel to the pilot's 

America.J1 Express Card. 

15

nse 

THE MARKET 

Ansell Limited is principally engaged in the 

worldwide manufacture and marketing of latexdipped 

and other natural and synthetic rubber 

products. Ansell operates in tlu·ee broad market 

segments, being Professional healthcare (surgical 

and examination gloves), Occupational healthcare 

(industrial hand protection) and Consumer 

healthcare (condoms, personal lubricants and 

household I DIY gloves). Ansell is recognised 

across the Americas, Europe, Middle East, Africa 

and the Asia Pacific region. 

Ansell 

chekmate 

12 ~UBR I CATED CONDOMO 

Extra Se nsitive 

with the community values of the day. 

Eric Ansell, (born in London in 1878) was at the 

time employed in the engineering section of the 

Dunlop factory. Under his direction, the condom 

plant was di sassembled. Eric Ansell purchased the 

machine and resigned from Dunlop to begin hi s 

own production of condoms in a small rented 

house in Richmond, Melbourne. 

In 1919, Ansell decided to expand into the 

production of rubber goods other than condoms. 

He leased bigger factory 

ACHIEVEMENTS 

In 2005, Ansell will be celebrating its centenary. 

From humble origins as a small, one-man operation 

in Richmond, Melbourne, Ansell has become one 

ofthe world's largest manufacturers and marketers 

of natural and synthetic latex gloves and natural 

latex condoms. Ansell cunently employs over 12,000 

people in more than 20 countries and is still 

growing. In I 00 years Ansell has become a truly 

global organisation, positioned as an innovative 

leader of latex technologies and able to move 

successfully into the twenty-first century. 

During the early 1960s, Ansell launched the 

Chekmate condom which has become an Australian 

icon. In the 1980s, Ansell began selling the extensive 

LifeStyles condom range. Of all current condom 

users, 97 per cent 1 are aware of at least one of the 

Ansell Chekmate and LifeStyles brands. In 2003, 

Ansell's share of the total Australian condom market 

was approximately 70 per cent. 2 

Ansell's household gloves have been an 

ongoing force in the marketplace since 1925. 

and the patriotic 'green & gold' Ansell Super Glove, 

together hold an approximate 28 per cent mar·ket 

share 4 in the regular glove segment, where there 

are six competing 'super' brands, plus private 

labels - totalling over l 00 different gloves. 

HISTORY 

In 1905, the Dunlop factory ceased the manufacture 

of condoms, a decision perhaps made in keeping 

In 2003, Ansell was the --~~~~"'=""'-~~~~'so;;:::--::-.:~~~ 

market leader of gloves in 

grocery with an 

approximate 42 per cent3 

market share. The iconic 

Ansell 'Pink' Silverlined 

premises in Richmond to produce toy balloons. 

By 1925, the smalJ company was producing surgical, 

household and work gloves. 

ln the USA, interest in Ansell 's products had 

increased to such a degree that a local company 

was formed to service clients, and in 1967, Ansell 

won the Australian Government's Export Award. 

On 6 June, 1969, Ansell was acquired by Pacific 

Dunlop (then called Dunlop Australia), with the 

company's assets being valued at $ 12.5 million. The 

acquisition by Dunlop provided Ansell with both 

the finance and expertise to expand its global 

activities. The first major breakthrough was the 

successful establishment of a glove factory in 

Melaka, Malaysia in 1975, based on the efficiencies 

of building a factory near to the source of the basic 

raw material - natural rubber. 

Since then, Ansell has continued 

to grow and develop in both the 

Australian market, and in markets 

in the Americas, Europe, the 

Middle East, Africa and Asia 

Pacific, through acquisitions, 

factory establishment and 

innovative product development 

and marketing. 

16

THE PRODUCT 

Ansell focuses on providing high quality healthcare 

barrier protection against injury, infection and 

contamination. Ansell's products are used by 

millions of people in the healthcare industry, 

the home and other special environments, 

such as food preparation and 

microelectronics. 

In the consumer market segment, 

Ansell offers 22 branded 

household glove variants in the 

range of regular, disposable and Do It 

Yourself gardening gloves. Ansell also 

produces an extensive range of over four 

brands of condoms with eight flavours, four 

fragrances, seven colours, three textures and five 

different shapes to provide comfott and variety for 

the users of the product. 


Ansell continues to explore and develop 

new ways of providing the best 

possible healthcare barrier 

protection, and strives to raise 

market awareness of its 

products and services. 

Newly launched 

glove products 

contain 

moisturisers 

which 

actively 

benefit the 

wearer's skin quality 

during use. The new Ansell 

'Handy Care' disposable glove 

combines proven moisturising agents - 

chamomile and glycerine - to help improve the 

condition of the wearer's hands, while the soothing 

qualities nourish the wearer's skin through a 

specially formulated dry lining. In 2000, Ansell 

launched its innovative 'Fresh 'n' Dry' glove which 

is a general use, foamlined household glove 

providing enhanced perspiration absorption and 

comfmt. With the increase in popularity ofD IY jobs, 

Ansell supplies a range of DIY garden gloves, which 

provide strength, durability, comfmt and protection 

for the wearer. 

Technological innovations have allowed Ansell 

to create a number of different condom shapes, to 

make them easier to put on and for extra comfort 

during use. The Xtra Pleasure condoms have a 

generous oversized tip, to intensify stimulation for 

both partners. All Ansell condoms in Australia have 

been endorsed by "Sexual Health and Family 

Planning Australia" - one of the leading bodies 

promoting safe sex and STI prevention. 

PROMGnON 

In addition to above-the-line advertising, Ansell 

promotes its range of condoms and household 

gloves tluuugh its active participation in trade show 

exhibitions as well as direct representative contact 

with retail 

trade channels 

across Australia. 

One of Ansell's 

priorlttes is to offer 

educational, promotional 

a n d 

condom 

product 

support to the 

public healthcare 

community. Ansell has developed close 

relationships with the Sexual Health and Farnily 

Planning Association, Sex Worker Organisations 

and Sexual Health Education Providers, AIDS 

Councils, and is the longest standing suppmter of 

the AIDS Trust Australia. Ansell's partners in the 

public healthcar·e community provide important 

feedback which assists Ansell in producing the best 

products for its customers. 

In March each year Ansell suppmts the 'Clean 

Up Australia' campaign by supplying 30,000 pairs 

of gloves and cash for contribution. 

Ansell sponsors the website free-condomstuff.corri 

which has constantly updated 

competitions, free downloads, games, news and 

interesting information to help people select the 

right product. The site encourages people to take a 

responsible approach to sex while being at the same 

time fun and non-judgmental. 

Ansell sponsors a number of youth oriented 

events including surfing and snow boar·ding. It also 

actively promotes the proper use of condoms 

through targeting activity to relevant risk groups 

and by suppmting the work of important sexual 

health organisations. 

BRAND VALUES 

Ansell's vision is to 

be a global leader in 

broad-based healthcare protection, providing 

exceptional solutions, products and value to its 

customers. It already has the support and 

commitment of leading customers in over 100 

countries, and continues to expand its business. 

In the Professional Healthcar·e mmket (Medical 

Gloves), Ansell is recognised as a premium-quality 

manufacturer and product innovator, with leadingedge 

science and technology. In addition, Ansell is 

the recognised global leader in Occupational Health 

and Safety gloves, and its Consumer Healthcme 

division is recognised for bringing unique and 

innovative household gloves and condom products 

tommket. 

www.ansell.com 

1 

Roy Morgan. July 2003 

~Co mbin ed Aztec & Ansell data Ju ly 2003 

·'Ansell MAT 26/ 10/03 

'Ansell MAT 26/ I 0/03 


ANSELL 

0 In the late '40s Ansell produced latex 

castrating tings for sheep. 

0 Ansell produces custom-made medical 

gloves for surgeons with special hand 

requirements. 

0 The old factory far;:ade in Richmond, 

Melbourne is still star1ding and is now 

occupied by a grocety wholesaler. 

0 Ansell broke the world record for the 

single biggest shipment of condoms, 

with 213,600,000 sent to Brazil in 2003. 

0 Ansell was an official provider at the 

2000 Sydney Olympics and 

approximately 100,000 condoms were 

supplied to the athletes' village. 

0 Ansell was a sponsor of the Gay 

Garnes in Sydney 2002. 

0 Ansell's household gloves are 

mar·keted throughout the world under 

a long-standing relationship with 

Freudenberg & Co, a leading 

European consumer products 

company. 

17

THERE IS NO SuBSTITUTE 

FOR QUAliTY 

THE MARKET 

Biscuits and snacks are two oflife's little 

pleasures. We offer them to our 

friends when they pop in for 

a visit, or we treat ourselves 

to a nibble on a quiet night 

in. 

For over 135 years, 

Arnott' s has been making 

great food that everyone loves, 

every day, and will continue 

to do so for generations to 

come. 

Arnott's is the market leader of the 

Australian biscuit category and the number 

two player in the Australian snack foods category. 

Arnott' s grows the biscuit category through 

product and flavour innovation, and by offering 

consumers great-tasting foods that suit any 

occasion. 

As the palate of the Australian population 

evolves, Arnott's has anticipated emerging trends 

and created a range of biscuits and snack foods 

that cater to consumer tastes. 

Two trends currently affecting the biscuit market 

are the demand for snacks that are 'better for you', 

and can be eaten on-the-go. 

Trends cun·ently affecting the snack food market 

are the demand for more 'exotic' flavour 

combinations and the demand for snacks with a 

distinct 'flavour hit'. 

Anticipating and responding to trends is 

Arnott's strength. With its product and 

flavour innovation, and commitment to 

making delicious foods, Arnott's has 

been one of Australia's favourite food 

companies for more than a century. 

ACHIEVEMENTS 

Millions of Australians have 

grown up with Arnott' s 

over the past 135 

years. For them, 

Arnott's is more 

than a biscuit 

company - it's a 

piece of Australia' s 

history and a 

national icon. The 

famous parrot 

trademark has a 

place in 97 per cent 

of Australian 

households, and the 

leading 

Arnott's chocolate 

biscuit brand, Tim Tam, 

is a particular favourite 

with 27 million packs 

bought each year. 

In 2002, Arnott's 

acquired Snack Brands 

Australia, and added a 

number of Australia's 

favourite snack brands 

to its portfolio - 

Cheezels, Thins 

andCC's. 

William Arnott began selling pies 

to ships docking in Newcastle 

in 1865, Arnott's has grown 

steadily, with more than 

50,000 Australians 

working 

for Arnott's 

over the past 

century. Today, 

Arnott's 

employs more 

than 3,300 

people Australia-wide, 

operates six 

bakeries and 

kitchens in 

Australia and 

invests more than $145 million per year on locally 

produced ingredients to make its biscuits and snack 

foods. 

With additional bakeries at Lae and Port Moresby 

in Papua New Guinea, and in Bekasi in 

Indonesia, Arnott's ranks among the 

world's largest food companies. 

HISTORY 

In 1865, WilliamArnottopened 

a biscuit bakery in Hunter 

Street, Newcastle, baking pies 

and biscuits to sell to coal 

ships that docked at the port. 

In 1877, the bakery moved to 

new premises and within three 

years employed 50 people and 

produced 1.5 tonnes of biscuits daily. 

By the following decade, Arnott' s was 

distributing to Sydney. In 1892 it began its first 

major advertising campaign, inviting parents to 

submit photographs of healthy children fed on 

Arnott's biscuits. The 

campaign, ' Living 

Pictures' , ran for more 

than 60 years. 

Demand for Arnott's 

biscuits grew rapidly, 

and in 1908 the 

company opened a new 

bakery on a two-hectare 

site at Homebush in 

Sydney, part of which is 

still occupied by 

Arnott's Asia Pacific 

regional headquarters. 

During World War ll, Arnott's helped feed the 

armed forces of both Australia and the United 

States, producing a range of sweet, energy-giving 

biscuits for the army and thick, dry biscuits for the 

navy that would keep for months at sea. Production 

of biscuits for civilian consumption was severely 

restricted, with just 19 varieties offered. 

In 1997,Arnott's becameapartoftheCampbell 

Soup Company family. 

With the 2002 acquisition of Snack Brands 

Australia, the number two player in the savoury 

snacks market, Arnott's added a diverse range of 

snack foods to its portfolio. The products span a 

number of segments in the snack food category 

including Adult Indulgence, Family Favourites and 

Better for You. 

18

THE PRODUCT 

Arnott's offers consumers greater choice than ever 

before, with a range of more than 120 varieties of 

sweet and savoury biscuits and crackers, and more 

than 60 varieties of savoury snack foods. Many of 

these great Arnott' s products are exported to more 

than 25 countries, including Canada and the UK. 

In Australia, the Arnott's name is synonymous 

with quality. Its best-selling chocolate biscuit 

varieties, Tim Tam and Mint Slice biscuits, are 

market leaders in the adult indulgence segment of 

the biscuit category, while Scotch Finger biscuits, 

Jatz and Savoy crackers and many others remain 

firm family favourites. 

Arnott's Shapes is the biggest Arnott's brand, 

with annual sales of almost $100 million- that's 

almost 60 million packs of Shapes sold a year! 

Arnott's Thins are market leaders of the thinsliced 

chip segment, and Cheezels is an Australian 

favourite, joining Tim Tam biscuits in many 'care 

packs' sent to relatives overseas. 

All Arnott' s products are made using the finest 

ingredients. Wherever possible, Arnott's 

supports local growers, buying potatoes from 

various locations around the eastern seaboard of 

Australia, wheat from south-eastern New South 

Wales and northern Victoria, and sugar from the 

central coast of Queensland. 

Arnott's is the largest user of 'soft' flour in 

Australia and has supported the wheat 

industry by assisting to develop 

strains of wheat which produce high 

yields and are resistant to drought and 

disease. 


During 2003, Arnott's launched 

exciting new products into the biscuit 

and snack food categories. 

In December 2002, the Snack Right 

range was relaunched with new pack 

designs and delicious new flavours. 

The range of fruity flavours is 

available in Fruit Rolls, Fruit Bars, Fruit 

Slices and Fruit Bites, and all contain 

more than 35 per cent real fruit. 

Arnott's Emporio Cafe Selection, 

launched in 2001 , has grown the premium sweet 

biscuit category. In May 2003, Emporio went one 

step further with the Emporio Savoury Selection, a 

premium range of savoury biscuits perfect for any 

entertaining occasion. 

Continuing with savoury innovation, Tiny 

Teddy Savoury hit supermarket shelves in 

November 2003. The range, designed specifically 

for kids, is available in three mild but tasty flavours 

-Cheese, Pizza, and Cheese & Bacon. 

Not only is Tiny Teddy pioneering the kids' 

biscuit market with its savoury range, but the brand 

is exploring a new world of licensing. Four Tiny 

Teddy books are now available 

in Woolworths and newsagents 

around Australia, and a range of 

six Tiny Teddy plush toys was 

launched into stores in early 

2004. 

In July 2003, Arnott's Dippers 

were launched in Victoria and 

Tasmania, and are now available 

nationally. The range of eight 

products combines favourite 

Arnott' s biscuits with delicious 

cheese and salsa dips. Arnott's 

Dippers are great snacks to have 

on the go, anytime. 

Arnott' s recently 

relaunched two key 

snack food brands - 

Arnott's Thins and 

CC's. The Arnott's 

Thins relaunch 

introduced three new 

flavours into the range - Honey & 

Soy,SweetChilli&SourCream,andHoney 'n' Ham, 

giving chip lovers an exotic new flavour hit. 

CC' s were launched over 20 years ago, and 

remain an Australian favourite. In September 2003, 

the packaging was given a facelift and now includes 

recipes on pack, making this a sociable, entertaining 

and versatile product. 

PROMOTION 

Innovation underpins Arnott's products and 

marketing. Arnott's invests in advertising not only 

new products but old favourites as well, a tradition 

that started with the long running advertising 

campaign, 

'L iving 

Pictures'. 

New products 

are promoted 

through 

an integrated 

combination of 

advertising, 

public relations 

and sampling, to name but a few 

channels of communication. 

This allows consumers to hear 

about products in a number of 

different ways, and to try before 

they buy! 

During 2003, Arnott's two 

biggest biscuit brands ran major 

consumer promotions. During 

March, Shapes launched the 

Tongue Test promotion, where 

consumers could win prizes from 

a prize pool worth more than $2 

million. 

In May 2003, the Tim Tam 

Win a Wish promotion hit the 

supermarket shelves, where 

consumers had the chance to win 

one of hundreds of prizes 

instantly, including everyone's 

favourite wish - a $5000 

holiday! 

A favourite with consumers are 

Arnott's Christmas tins. Few companies 

can create a market specifically for their 

own brand packaging, but Arnott's has 

done exactly that each Christmas for the 

past 100 years by releasing a range of 

special commemorative biscuit tins. The 

company's instantly identifiable parrot 

logo and characteristic bright red 

coloming lift brand recall, and its elegant 

packaging adds weight to the company's 

famous motto, "There is No Substitute 

for Quality". 

BRAND VALUES 

Arnott's continues to live by the motto 

introduced by William Arnott in 1906, "There is No 

Substitute for Quality". The biscuits are made from 

high quality ingredients and Arnott's employs some 

of the best bakers and food experts in the country. 

Arnott's offers its people the opportunity to work 

in a company that is vibrant, exciting and committed 

to continued growth in Australia and overseas. 

But most of all, Arnott's is committed to 

continuing to provide Australians with delicious 

food that will be enjoyed every day. 

www.arnotts.com 

I 


ARNOn'S 

0 Arnott's famous Milk Arrowroot was 

first baked in 1888. 

0 In the Australian War Memorial, 

Canberra, there is an Arnott's biscuit 

tin on which is a handwritten message 

from a World War I soldier to his loved 

ones. 

0 How did the SAO get its name? Some 

believe it's the name of a ship that 

sailed into Newcastle, others that it 

stands for 'Salvation Army Officer' -a 

reference to William Amott's son, 

Arthur, who was a committed Salvo. 

0 More than 900 million Tiny Teddy 

biscuits are eaten every year! 

19

THE MARKET 

Australia's messaging and delivery marketplace has 

changed dramatically over the last decade, creating 

a range of competitive pressures and new busi ness 

challenges for Australia Post in its core markets. 

In essence, Australia Post is focused on tlu·ee 

main markets: 

• 

• 

• 

delivering letters 

handling parcels 

retailing (including financial services). 

The corporation's business strategy remains 

relatively straightforward - it is to defend its position 

in these core markets and extend into 

complementary or substitute business areas where 

there is the potential for growth and profits. 

Australia Post's main challenge has come from 

new electronic messaging and distribution 

technologies, such as email and the Internet. The 

corporation is responding to this challenge by 

establishing a leadership position in substitute 

markets (such as electronic bill presentment and 

payment, through Postbillpay) and by leveraging 

its core competencies in new business areas (such 

as the establishment of an integrated logistics 

service, called Post Logistics). 

ACHIEVEMENTS 

Over the last I 5 years, Australia Post has 

transformed its image, corporate culture and 

operati ons to emerge as one of Australia' s most 

successful and reputable businesses. The modern 

transformation of Australia Post effectively began 

in 1989 when Australia Post became a Government 

Business Enterprise (GBE). 

As a GBE, the newly formed corporation began 

to implement an intensive program to streamline 

and upgrade all aspects of operations and to 

strengthen the Australia Post brand. As a result, 

profitability has increased more than seven times 

since 1989 and the corporation's productivity 

improvements have been double the national 

average over the same period. 

Australia Post's improved commercial and 

customer focus is most clearly evident in its 

nationwide network of post offices. The 

corporation's post offices have been transformed 

over the last decade into modern, profitable, salesoriented 

retail outlets. 

Significantly, the commercial transformation of 

Australia Post has been achieved without 

sacrificing the corporation's reputation as a trusted 

and reliable provider of community services. Today, 

the corporation is regularly rated among the most 

reputable organisations in the country. In the Good 

Reputation Index, published in Fairfax newspapers, 

Australia Post has been rated first (in 200 I) and 

second (in 2002) out of Australia's top I 00 

corporations. 

Internationally, Australia Post is among the 

western world's best pe1forming postal enterprises, 

providing the highest level of service while 

maintaining one of the lowest basic letter rates in 

the world. 

HISTORY 

The Post Office is the oldest surviving conunercial 

organisation in Australia. Its origins can be traced 

back to 1809 when former convict Isaac Nichols 

was appointed as the fu·st Postmaster and opened 

a post office in his home in George Sb·eet, Sydney. 

Ausb·alia Post's formal conunercial origins lie in 

the first postal act of 1825, which enabled the New 

South Wales governor to fix postage rates and 

appoint postmasters outside of Sydney. 

With the Federation of Australian colonies in 

1901 , a nationally integrated Postmaster General's 

Department (the PMG) was establi shed, with 

responsibility for the nation's mail and telephone 

services. Australia Post itself was established in 

1975 out of the PMGto provide the nation's postal 

service. 

It was the Australian Postal Corporation Act of 

1989 d1at made Post a GBE, with a board of directors 

and a cha.Jter to operate conunercially while meeting 

a range of Community Service Obligations (CSOs). 

Under the CSOs, Australia Post is conunitted to 

providing a standard letter service to all Australians 

at a uniform price. To ensure that these obligations 

are met, the corporation is required to achieve a 

number of petformance standards relating to public 

access to the postal service and the frequency and 

reliabi li ty of delivery. In 2002-03, the costs 

associated with meeting the CSOs are estimated to 

have been $90.5 1nillion. 

THE PRODUCT 

Australia Post provides a full range of letter and 

parcel services to all pa.Jts of the nation, including 

rural and remote 3.1·eas. It also provides a range of 

related services, including electronic bulk mail 

handling, bill payment, financial services, office 

products, Internet fulfilment services, express 

delivery services, and philatelic products and 

services. 

20

Australia Post handles an average of 19 million 

mail articles every working day and sets the 

international benchmark for reliable letter deli very 

petformance. In 2002-03, Post delivered 96.5 per 

cent of letters early or on time. 

Post also runs the nation's most extensive retail 

network, serving an average 1.09 million customers 

every business day. Tlu·ough this retail network, 

the corporation handles more than 170 million billpayment 

transactions and 33 million banking 

transactions each year. 


The face of Australia Post has changed significantly 

over recent years with many of its nea.J·Iy 4,500 postal 

outlets relocated, reconfigured and re-equipped 

with purpose-built electronic counter technology. 

The introduction of Post's new counter technology, 

netPOS, is increasing real-time, on-line transaction 

processing capabi li ty and opening up new 

business opportunities. 

The corporation has adapted its bill-pay ment 

service, Postbillpay, by adopting new payment 

methods, such as telephone and Internet-based 

payment. Thirty-five new bill pay principals joined 

the Postbillpay system in 2002--03, taki ng the total 

number of principals to 5 II. During the yea.J·, the 

corporati on processed over 170 million bills worth 

a staggering $73 billion. 

Banking is another imp01tant aspect of Australia 

Post's complementary services business. Post is 

not a bank, but through its giro Post banking service 

Post handles deposits, withdrawals, credit card 

payments, account balance inquiries and new 

account applications for 76 participating financial 

institutions. In 2002--03 alone, more than 33 tnillion 

giroPost transactions were handled nationwide. 

With mail volumes plateauing over recent yea.J·s, 

Australia Post has invested heavily in overhauling 

its mail processing equipment to reduce costs, 

improve productivity and ensure that physical mail 

remains a price-competitive option in the messaging 

ma.J·ket. 

In the mid-1990s, the corporation emba.J·ked on 

its FuturePost program to equip its mail centres 

with machinery that automated the address reading, 

sorting and handling of small letters. In 2003, Post 

completed the in stallation of world-leading 

machinery that automates the processing of la.J·ge 

letters. The progra.Jn to completely overhaul Post's 

mail-processing equipment will be completed in 

2004, with the installation of three new parcelhandling 

machines in Melbourne, Sydney and 

Brisbane. 

PROMOTION 

Over the last two years, 

Post has focused on 

segment and marketspecific 

promotion, 

pa.Jticu!a.J·!y in relation to 

key products and subbrands, 

such as 

Express Post, Postpak 

and Postbillpay. 

A hi gh level of 

awareness of Australia 

Post's offering 

continues to be 

reinforced through 

corporate and productspecific 

television 

campaigns, as well as 

customer-focused campaigns using all forms of 

media. 

In conjunction with its brand image campaign, 

Post also runs specific campaigns, usually in the 

press, to provide the conununity with information 

on its delivery record, financial pe1formance and 

compliance with the Customer Service Cha.Jter. 

BRAND VALUES 

The Australia Post logo remains one of the nation's 

most pervasive and widely recognised corporate 

brands. It was designed in 1975 when the 

Postmaster General's Depa.Jtment was split to create 

Telecom and Australia Post. The logo shows a 

postal horn, once used by European 'posties' to 

announce mail delivery, and a circle illustrating the 

global reach of the postal service. The colour red 

has long been associated with postal services in 

Commonwealth countries. 

It is a brand that represents trust, convenience, 

integrity, responsibility and value. It is also seen as 

a quintessentially Australian brand. It is perceived 

as quiet, reliable, honest and conununity-minded. 

Leveraging these very pos iti ve brand 

characteristics and building on its core 

competencies, Australia Post aims to continue to 

create new products and services that meet the 

needs of all Australian consumers, conununities and 

business customers. 


AUSTRALIA POST 

0 Post's annual tmnover in 2002--03 of 

$3.97 billion generated an operating 

profit before tax of$462 million. 

0 Post delivered 5.26 billion mail atticles 

in 2002--03 to 9.4 million Ausb·alian 

addresses. 

0 Post delivered 96.5% of letters on time 

orea.J·ly. 

0 Post's cumulative labour productivity 

improvement over the last five years 

has been 23.3 per cent, which is double 

the national average. 

0 Over two-thirds of Post's profit comes 

from its non-reserved services 

(products and services outside of the 

monopoly on letters). 

0 Post employs 35,427 full -time and pa.Jttime 

staff. 

2 1

THE MARKET 

Tourism contributes approx $31.8 billion 

(4.5 per cent) to the economy each year 

and provides over 549,000 jobs ( 6 per cent 

of total employment and more than any 

other sector, except manufacturing). 

In the last few years the industry has 

suffered from the effects of terrorism, 

bushfires, droughts, the collapse of 

Ansett, the threat of SARS and more. Best 

Western Australia was well positioned to 

weather these times because domestic 

travel increased and people rediscovered 

the traditional driving holiday - a key 

market, with the majority of Best Western 

Australia properties located on popular 

driving routes. 

Great Australian Drives was 

developed along with other special 

interest products to cater to the diverse 

interests of guests. 

While traditionally the corporate market 

represented over half of Best Western Australia 

guests, the leisure market has recently grown 

strongly. 

ACHIEVEMENTS 

In 46 years, the organisation has grown from 11 to 

more than 260 prope1ties and now Best Western is 

the most recalled accommodation brand in 

Australia.* 

Almost 90 per cent of guests were "very 

satisfied" or "satisfied" with their guest room on 

their last visit to a Best Western Australia property, 

compared to the AEC Australian accommodation 

benchmark of 77 per cent.* Meanwhile, the brand 

equity of Best Western for 2002/03 increased 20.7 

per cent compared to the previous year':' and 

combined revenue generated by marketing 

programs for Best Western properties increased 50 

per cent. 

Compared to competitor establishments, both 

business and leisure travellers indicated that Best 

Western Australia establishments were of a higher 

standard of quality and provided better service. In 

addition, Best Western Australia was rated to have 

a better appearance and to be less expensive.* 

Since 2002, all Best Western properties around 

the globe offer BestRequests - frequently 

requested guest amenities and services in addition 

to the already stringent global Quality Assurance 

program which involves over 200 quality checks. 

Best Western launched the hotel industry's most 

extensive and complete listing of properties on the 

Internet in 1995, making it the largest hotel brand 

represented on the global computer network. Today, 

more than 35 per cent of the company's total 

bookings are made via the Best Western website. 

Best Western Australia pioneered swipe 

technology in the hotel sector in 1998, providing 

the benchmark for all competitors. 

In 2002 Best Western was voted as the "Best 

Hotel Chain" by UK travel agents at the Travel 

Weekly awards in London and by Europe's 

Recommend magazine readers choice awards. 

HISTORY 

In 1957, eleven moteliers formed a standards 

organisation called the Motel Federation of 

Australia (MFA). Foundation President, Lou 

Pimblett stated that it was "only the forerunner of 

very big things in motels". This vision was more 

prophetic then they could ever have imagined. 

In 1975, the name "MFA Homestead" was 

introduced and The Travel Club, Best Western's 

first loyalty program, was launched. 

In the same year a proposal was 

received from Best Western in the USA 

as it took the first step toward global 

expansion. In 1981, Homestead Motor Inn 

formally affiliated with Best Western. The 

name change from Homestead to Best 

Western was gradual. First came 

"Homestead- Best Western", then "Best 

Western Homestead" and finally Best 

Western Australia was born on 15'h March 

1989. This put the 'International' into 'Best 

Western International' and began the 

process that would eventually make Best 

Western one of the pre-eminent names in 

global hospitality. 

Best Western remains a unique 

association owned by its members. As a 

co-operative, revenue is spent on 

developing and enhancing the Best 

Western brand and promoting properties 

as well as offering increased services to members, 

rather than generating profit for external 

shareholders. 

THE PRODUCT 

Best Western is the world's largest hotel company 

operating under a single brand with more than 4000 

independently owned and operated hotels. It offers 

309,562 quality guestrooms in over 80 countries. 

Through Best Western, independent operators 

have access to benefits such as branding, sales 

..., 

We mnke you £ee l lik e Aus trnlinn royn lty . 

.... - ...-_.. ~ ....... ~""' ' 1

and marketing, suppo1t services and government 

and industry lobbying. 

In Australia, Best Western offers approximately 

260 three- to four-and-a-half star hotels, motels, 

resorts and apartments. Every Best Western 

property is unique, which provides a range of 

packages to meet all tastes. 

Best Western Australia participates in the Qantas 

Frequent Flyer program, is the only hotel chain to 

offer Fly Buys points and provides guests with its 

own program (Gold Crown Club International) 

offering rewards at any Best Western property 

worldwide. 

All Best Western properties undergo a stringent 

quality assurance program and 

are required to offer 

BestRequests. Through 

research, Best Western identified 

the most frequently requested 

amenities and services. The 

standard is designed to provide 

reassurance that guests will 

receive the same amenities without changing the 

character of individual properties. 


Best Western Australia launched the 'Gold Crown 

Club International' loyalty program in 2003. This is 

a global frequent guest program designed to reward 

business and leisure guests for their loyalty. It 

comprises three tiers - Gold, Platinum and 

Diamond. 

Best Western Australia unveiled a new look 

website in late 2003. Features include a clean fresh 

new look, easier navigation, a newsroom and a 

career opportunities section, plus the presentation 

of new properties to the Best Western chain in 

Australia on the homepage. 

In April 2003, Best Western Australia 

announced sponsorship of See Australia. The 

core objective is "to stimulate growth in domestic 

tourism and in particular regional tourism". Only 

60 per cent of Australians took a holiday in 1991. 

The campaign helped to increase this to 70 per 

cent in 2002. An impressive 80 per cent of 

Australians recall its brand and message - "Go 

on. Get out there. See Australia.". 

All But Western accom modation must 

Juu ~ a ll 

go through ZOO qu alit y checks. 

Ill 779 o r Yh lt .. ·ww.bu twu urn.com.au 

Wi: 'll tMk e cart o f )·o u 

Best Western Australia launched Wine 

Discovery, which offered cellar door specials at over 

100 wineries, followed by the Kids Discovery Club 

to make those family road trips less stressful. The 

most recent addition is Golf Discovery. 

In 2002, Best Western rolled out MemberWeb 

globally - an internet based reservation system so 

property owners and managers could adjust rates 

and inventory at anytime from anywhere. Another 

component of this was BestCheque, a global 

guaranteed travel agent commission payment 

system which strengthens ties with the travel 

industry and grows business from this sector. 

PROMOTION 

Anyone driving across 

Australia, watching a movie, 

doing the weekly shopping, 

going to the beach, reading a 

paper or just staying at home in 

front of the television is bound 

to come across a Best Western 

Australia promotion. As a co-operative 

organisation, Best Western Australia is committed 

to promoting the brand and prope1ties to all market 

segments including consumers, travel agents, 

wholesalers and operators. 

Regional radio campaigns, cinema ads and 

newspaper advertising promote products and 

services to consumers. Best Western Australia is 

the prefen·ed accommodation partner of Australia's 

most watched television travel program 'Getaway'. 

Partnerships with organisations such as the 

Great Australian Gazetteer and Avis Car Rentals 

ensure Best Western promotions reach a range of 

markets. Valuable brand exposure and revenue is 

achieved through strategic sponsorships such as 

NSW Country Rugby Union and Victorian Country 

Football League. 

Best Western Australia also conducts 

promotions through loyalty programs, and 

individual properties promote specials through 

targeted direct mailings to Best Western Gold Crown 

Club International cardholders. 

Best Western Australia often participates in joint 

promotions with other brands such as American 

Express and Bushells. The chain is the preferred 

accommodation partner of Travelmate and utilises 

this successful website to showcase its products 

and services. The Best Western Australia website 

includes mini websites for each property so they 

can promote their own special 'Hot Deals'. 

Participating in the 'World's Largest Thank 

You', a global Best Western initiative in which staff 

visit and thank local business who suppmt them, 

Best Western works closely with travel agents, 

wholesalers and operators. Advertising in trade 

publications, a presence at trade shows and 

brochure suppmt ensure exposure. 

An ongoing PR campaign targeted at 

newspapers and travel media ensures Best Western 

is mentioned in a range of publications. 

Best Western for a Better World is an annual 

global event. Best Western staff and properties give 

something back to the communities in which they 

do business by doing things like helping to build a 

playground for local children in Alice Springs or 

donating Kids Discovery packs to children's 

hospitals across the country at Christmas. Best 

Western Australia also supports charities like the 

CanTeen LifeCycle, Flight for Sight, Leukaemia 

Foundation and Cure our Kids. 

Adve1tising and PR Toolkits ar-e provided to all Best 

Western properties to assist them with their own 

individual promotional activities, saving time and money 

while allowing them to leverage national efforts and 

deliver the brand in a consistent and cohesive 

fashion. 

BRAND VALUES 

Globally Best Western is known as the World's 

Lar·gest Hotel Chain, but in Australia the brand 

represents the essence of Australian hospitality. 

Nurhlred locally on the goodwill, local knowledge, 

humour and tenacity of the group's har·dworking 

independent owner/operators, Best Western 

Australia is an ongoing success story. 

Its history and the member culture drive Best 

Western Australia brar1d values. Best Western 

Australia strives to create engaging relationships 

(with guests, members, staff, business partners). 

This is reflected by a global quality assurance 

program, loyalty programs and above all genuine, 

warm hospitality. It is these values that differentiate 

Best Western Australia from competitors and these 

values are used for marketing and strategic 

planning. 

The 2002 Best Western Australia tagline "We' II 

take care of you" encompasses Best Western 

Australia's core values. 

., AEC Market Research 2002 & 2003. 

Thanks to Life Members Trevor Anderson and Jim White (Australian Hospitality 

Digest) for contributing much of the hi s10rical informmion. 


BEST WESTERN 

0 An average of 4,166 page impressions 

ar·e viewed on the Best Western 

Australia website 

(www.bestwestern.com.au) every hour. 

0 To visit every Best Western prope1ty 

in the world for one night would take 

over 11 years, and to stay at least one 

night in every Best Western room in 

Australia would take 24.66 year·s. 

0 There ar·e 120 recognised wine regions 

in Australia; Best Western has 

prope1ties in 102 of them. 

0 There are over 16,000 companies in 

Australia using the Best Westem Gold 

Crown Club International program. 

0 Best Western guests use 78,840 

kilograrns (78.84 tonnes) of soap each 

year· at Best Western prope1ties in 


0 Each night 1.23 million pillows, 1.29 

million towels and 315,000 televisions 

are at the disposal of Best Western 

guests. 

23

THE MARKET 

Australians read as many 

magazines per capita as any other 

nation in the world. Since 1990 

alone, more than 350 new titles 

have appeared in newsagents and 

supermarkets. As almost nine in 

every I 0 Australians regularly read 

one or more titles, it's not surprising 

that sales of magazines climbed 

steadily over the past decade, with 

magazine publishing one of the 

country's boom retail 

industries. 

Better Homes and Gardens 

has been leader of the 

homemaker magazine pack 

since launching in Australia in 

1978. Successfully transfening 

the homemaker ingredients 

which made it a publishing star 

in the US, Better Homes and 

Gardens is today part of the 

Australian landscape. 

ACHIEVEMENIS 


enjoyed success with 

Australians from its inception, 

ranking among Australia' s top 

I 0 selling magazines since 

-" --'""""0........ .... """""" ......._ 

~J- o l>ry""":>o4"'r 

~=- ::s=;.:...--,: 

""""'...,""""""'..,..aboot•cw,..,.o!.._.,_.,. 

.......,....,..._......._""" 

...... p_,. ....... 11,,,..,.. .....,._ 

~=~~~~~~IJ!S;---'IIIlB••making its Down Under debut. In February 1995, 

j.l 

the magazine made worldwide news when it 

launched its own national 30-minute show on 

prime-time television. Astonishingly, the show was 

produced by a magazine publishing company with 

no previous experience in television production! 

The credibility of the magazine content 

translated well to the small screen. Viewers tuned 

in to watch original hosts John Jarratt and Noni 

Hazlehurst show and tell how they got the most 

out of hearth and home. More recently, Noni 

Hazlehurst has held the hosting role and is joined 

by various expe1ts who present specific specialist 

segments. 

The show, which first aired on commercial 

television on Tuesday nights at 

7.30pm, was an 

instant success, 

enjoying the kind of 

ratings that make 

network executives 

preen. It was no 

surprise, therefore, 

when the show 

walked off with 

the Logie Award 

for Best Lifestyle 

Program of 1995, 

1996, 1997, 1998 

and again in 

1999. From 

2000-2003 the 

continued 

its 

popular run 

and in 2004 the TV show has been given a onehour 

spot, every Saturday night at 7.30pm. This is 

further testament to the strength of the program, as 

it becomes a weekend staple for more than a million 

viewers. 

Sales of the magazine initially soared by nearly 

60 per cent as Better Homes and Gardens went 

down in history as the most successful mastheadpublishing 

venture in the world. 

Today, more than 1.2 million Australians 

participate in the Better Homes and Gardens 

experience every week by watching the television 

show, 300,000 purchase the magazine monthly and 

186,000 visit the website each month, making it the 

world's most successful multimedia brand per 

capita. 

The magazine and television staff continue to 

sit side by side in their cross-media teams. In every 

sense, the Better Homes and Gardens multimedia 

experience has been a watershed event in television, 

both locally and worldwide. "Having a top-rating 

television show is evidence of how hot Better 

Homes and Gardens is," declared Murdoch 

Magazines' m

In Australia, Better Homes and Gardens has 

enjoyed 25 years of successful operation with an 

unstinting focus on home, gardening, decorating, 

food, DIY and crafts. 

In 1991 , after witnessing the success of service 

journalism in the United States, Matt Handbury 

bought the Australian publishing rights to two of 

the most successful publications of this ilk, namely 

Better Homes and Gardens and family circle, from 

Rupert Murdoch. 

By the early '90s-as word of 'cyberspace' and 

'information technology' began to spread - the 

company's multimedia dream for its successful 

homemaker titles began to take shape. "Australians 

throughout the '90s focused on the home, and 

service providers like Better Homes and Gardens 

have never been more relevant," noted Handbury. 

Most importantly, publishers on both sides of 

the Pacific have never underestimated the 

intelligence of Better Homes and Gardens readers, 

aiming rather to enhance the audience's spirit of 

home and family. The result is a we!Hoved brand 

that continues to grow in popularity and nmture 

Australians' involvement in their home life. 

THE PRODUCT 

Abundant, involving, personal, affordable, 

achievable, empowering- these are the magazine's 

and television show's core brand values. Experts 

in their field share their passion for gardening, 

decorating, cooking, DIY and crafts with an 

inexhaustible enthusiasm and attention to readers' 

and viewers' needs. Armed with ideas, information 

and inspiration, people thus turn to the home for 

self-expression, creativity and harmony. With its 

clear manifesto to provide better ideas, and 

inspiration, Better Homes and Gardens encourages 

and empowers people to revel in their home and 

homelife. 

At the core of the magazine and television 

show' s editorial strength is a commitment to service 

journalism. This is a way of providing readers with 

ideas and information that will inspire them to action. 

Magazine and readers enjoy a two-way relationship 

based on reliability and trust. 

Handbury emphasises the impmtance of every 

editorial and television-show staffer aligning his or 

her creativity and know-how with this purpose, to 

support the high in volvement positioning of Better 

Homes and Gardens. 

RECENT DEVELOPMENIS 

In 2000 the magazine launched its 

own website to fmther enhance the 


experience with monthly hits 

peaking at more than 186,000 unique 

visitors per month in 2003, and well 

over a million page impressions. 

The magazine has also led the 

way with its contribution to the 

community. In 1995,theHandburys, 

together with Meredith 

Corporation, bought a 100-hectare 

farm south of Sydney with a mission 

to get street kids off the street. 

Better Homes F

e BIACK&DECKER® 

THE MARKET 

Many factors affect the health of the DIY 

(Do-It-Yourself) market; from the state 

of the housing market and the 

performance of the economy, to 

weather conditions and the media. The 

buying and selling of houses has 

significantly helped to sustain the DIY and 

decorating market and encouraged more activity 

within the sector. 

Gardening andDIYare now among the nation's 

favourite leisure activities. This upsurge in fortunes 

has been aided by media coverage of DIY programs 

such as The Block, Changing Rooms, Burke' s 

Backyard, Better Homes & Gardens, DIY Rescue 

and Hot Auctions. 

In 2002, the Australian power hand tool market 

enjoyed $535 million in retail sales, a 4 per cent 

increase on 2001. Power garden tools were not far 

behind this with retail sales of $335 million, also up 

4 per cent. Four key segments accounted for 87 per 

cent of these sales; Saws with 27 per cent and 

Cordless Tools, Corded Drills and Grinders with 20 

per cent each 1 • 

Continuing trends within the market primarily 

relate to developments in technology and 

minimising the number of brands and stock keeping 

units (SKUs) by retailers. Women are an increasing 

growth segment of the power tool industry in 

Australia and indeed throughout the world. 

Research commissioned by Black & Decker in 2003 

shows that 77 per cent of women surveyed had 

purchased a power tool or garden tool within the 

last 12 months and of these purchases, 28 per cent 

were items for their own use. Forty-five per cent of 

too Is 

purchased by 

women were drills 2 • 

ACHIEVEMENTS 

Black & Decker is the biggest 

manufacturer of power tools in the 

world with an unsurpassed global 

distribution network. It is also one 

of the leading manufacturers of 

power tool accessories and 

handheld vacuum 

cleaners. 

The brand 

continues to 

place emphasis 

on the 

importance 

of design, 

innovation, 

research and 

development. As 

well as introducing 

new tools to the market place, old favourites from 

its range are updated to meet ever-increasing 

consumer demand. 

Black & Decker was the frrst company to develop 

cordless tools and the classic Workmate® 

Workbench in 1975. 

In 1971 Black & Decker founded the famous 

hand-held vacuum Dustbuster® and has since 

expanded its cleaning range to include 13 

competitive products. 

These ground-breaking products set new 

industry standards and helped build the brand's 

health. Research indicates that Black & Decker is 

the number one power tool brand in awareness 

with 48 per cent unaided recall. It was the only 

brand to register 100 per cent recall when compared 

to other brands 3 . 

HISTORY 

Black & Decker began life in 1910 when two young 

Americans, Duncan Black and Alonzo Decker, 

formed their own manufacturing company. To raise 

the initial capital, Duncan Black sold his treasured 

Maxwell-Briscoe car and Alonzo 

Decker borrowed an equal sum. 

With their US$1200 

investment they leased 

premises in Baltimore and 

began contract machine work. 

Early Black & Decker 

products ranged from equipment 

for the US Mint to bottle capping 

machinery. In 1914 they patented the frrst handheld 

power drill with a pistol grip, trigger switch 

and universal motor. Black & Decker had now 

begun to produce the goods for which it would 

become world-renowned. 

The outbreak of World War II proved a 

testing time for the business. The scarcity of 

metals forced a rethink in the design of tools 

and products were soon being manufactured 

with plastic housings. 

In 1946, the possibility of creating a 

home tools market came to Black & 

Decker's attention. The company 

decided to make tools specifically aimed 

at this market including the world's first 

popularly priced drills as well as 

accessories such as drill bits - a major 

decision that was to change the face of 

the company and create what is now 

known as the DIY market. 

In 2004, Black & Decker celebrates its 

75'h Anniversary in Australia. Black & Decker 

(Australasia) was established in 1929 in Sydney. 

The subsidiary was a wholly owned assembly, 

motor winding, sales, service and warehousing 

operation. In 1955 the corporation built a plant in 

Victoria and three 

years later Black 

1929·2004 

fl BlACK&DECKER® 

26

& Decker New Zealand opened in Auckland. The 

1960s were also exciting times for Black & Decker 

with the opening of new branches in Scandinavia 

and UK and also the introduction of the world's 

first cordless electric drill and cordless Hedge 

Trimmec 

At the end of the 1960s, Black & Decker 

turned to 'space development' in association 

with the National Aeronautical and Space 

Agency (NASA). Black & Decker devised a 

cordless zero-torque space tool, used on the 

Gemini project, and in the early 1970s, a Black 

& Decker moon drill was used to remove core 

samples from the lunar surface. 

The focus for the company in 

2004 will be to build on the 

past 75 years of power and 

innovation. 

THE PRODUCT 

As well as power tools, Black & Decker's 

product range includes power garden and 

cleaning tools and accessories. 

The power tool range targets three key 

groups of consumers. The Jade coloured 

range is the entry price point range - 

affordable but well specified. The Intense 

Orange range is the premium range of tools 

with more product innovation, 

specifications and features. The third 

category is a sub-brand known as 

Firestorm which targets the more 

serious DIYer. Firestorm products are 

the highest quality and highest spec 

products of the Black & Decker range. 

Innovative products developed 

over recent years include the award 

-winning Mouse® in 1998. This is 

a compact tool which sands 

surfaces like paint and varnish 

and cleans and polishes metal 

and plastic surfaces. It can also 

be used for rust removal. 

In Australia in 2001, Black & 

Decker launched the Scorpion® 

powered hand saw making a 

traditionally hard working tool into a 

safe and efficient one with three blades for different 

sawing needs. 

Black &Decker's garden range includes hedge 

trimmers, line trimmers, chainsaws, shredders and 

blower vacs. Black & Decker owns the term 

Whipper Snipper typically used to describe line 

trirruners and released its latest range of 400, 500 

and 600 Watt units in August 2003. 

For the home, Black & Decker 

produces a range of Dustbuster® 

hand held vacuum cleaners. 

Double filtration and extending 

hose and brush make the 

Dustbuster® perfect for 

cleaning jobs around the 

home. Over 50 million 

Dustbusters® are sold 

worldwide each year, 

and the range 

continues to find new 

audiences with 

consistent 

improvements 

in power, attachments and colour. 

Another Black & Decker 

innovation is the new submersible 

Scumbuster with versatile 

accessories making it easy to clean 

surfaces such as the bath and 

shower, tiles, glass and other 

surfaces typically hard to reach or 

clean. 

Black &Decker's extensive accessory 

range has over 250 products including drill 

bits, saw blades, screw driving sets, battery 

packs, sanding discs and much more. 


Product innovation and development is at the heart 

of the Black & Decker brand. New products include 

The Bullseye laser level I stud finder and the 

MegaMouse. 

Research indicates that consumers want to feel 

more comfortable when using power tools and less 

fatigued after using them for a long time. They also 

want better grip to help maintain control over 

the product and allow them to 

concentrate on the job at hand. To 

address these concerns Black & 

Decker has been the first power tool 

company to introduce GEL TECH ® 

grip technology. Gel pods on the 

handle and grip of the tool provide 

greater comfort, lessen user fatigue 

and provide shock absorption. 

PROMGnON 

Black & Decker began product 

promotion as far back as 1928. A specially 

made six-person monoplane was used as 

a flying showroom to 

demonstrate how Black & 

Decker power tools could be used in 

the reconditioning of aircraft 

engines. 

The company's US television 

advertising began in 1955 with a 

series of ads for power tools. 

Black & Decker Australia has used 

a combination of television advertising, 

in-store promotions, publicity campaigns, product 

catalogues, point-of-sale material, female 

information evenings and in-store "How to Do" 

clinics and information videos. This is backed up 

with extensive public relations and media efforts 

such as sponsorship of major sports on the 

Austereo network. Key times in Black & Decker's 

promotional strategy include the lead up to 

Fathers' Day and Christmas. 

The most recent promotional highlight for Black 

& Decker was in the form of product endorsement 

with theNineNetwork's renovating program 'The 

Block'. This was filmed at Bondi Beach in Sydney, 

featuring four couples competing to renovate one 

of four identical apmtments in hope of achieving 

the best resale price for their apartment. The Block 

was the number one TV show nationally with 

outstanding ratings of 2 million viewers on 

average each week and over 1.1 million 

visitors to its website within the first 3 

weeks. The show created extensive 

national exposure and excitement 

for Black & Decker in a vm·iety of 

media inc! uding national 

newspapers, industry magazines, 

life style magazines, radio, TV talk 

shows and websites. 

Of the show's nine sponsors, Black & 

Decker was the third most recalled of the 

nine brands with a total 71 per cent brand 

recall 4 . 

BRAND VALUES 

Black & Decker prides itself on being able 

to offer innovative products and value for 

money, while maintaining high quality. 

As well as offering quality and innovation, Black 

& Decker reassures uncettain customers by offering 

an unprecedented 4 Yem· WmTanty on all cordless 

products with the exception of Dustbuster®. This 

is an industry frrst. The warranty demonstrates the 

confidence Black & Decker has in its products and 

the quality it provides to customers, giving them 

peace of mind. The remainder of the range is covered 

by a full2 yem· warranty. 

Being a visionary, customer focused brand, Black 

& Decker aims to ensure that its products are both 

exciting and challenging, but remain the best tools for 

the job. Black & Decker stands for the values of 

integrity, lea::lership, teamwork and results. 

www.blackanddeckei:com.au 

!.Archer Market Research: 2003. 2.Millward Brown: 2002. 3.Mill ward Brown: 

2002. 4. Roy Morgan: 2003. 5.Millward Brown: 2002. 

0 

0 


BLACK & DECKER 

TheNineNetwork'sDIY reality 

program, The Block, achieved record 

ratings of 4.4 million viewers for its 

final episode which was the highest 

progrmn rating since the 2000 Sydney 

Olympic Games. 

Resem·ch shows that 60 per cent of 

both males and females use some sort 

of power tool at least once a week 5 . 

27

designed to make a difference 

THE MARKET 

Braun GmbH is a world-wide manufacturer of small 

electric appliances based in Kronberg, near 

Frankfurt (Main), Germany. Braun products are 

universally recognised for the quality of their design 

and manufacture, as well as their high level of 

innovation. 

The brand's worldwide range includes over 200 

products in eleven sectors. Braun is the worldwide 

leader in five of these sectors: electric razors, 

epilators, electric toothbrushes, blenders and 

thermometers. The company is also the European 

leader in hair driers. 

In Australia Braun dominates the electric 

toothbrush and electric toothbrush refill markets. 

Braun also has a strong presence with high-quality 

products in other market segments including electric 

shavers, epilators and kitchen appliances. 

ACHIEVEMENTS 

From Braun's early days, success has come 

through innovation, supported by the quality and 

the design of the products. The company has led 

its various industries in a variety of ways and has 

frequently introduced revolutionary appliances. In 

1929, for example, Braun was first to include the 

receiver and speaker in a single radio device to 

create the radio receiver as we know it today. In 

1932, Braun came up with another innovative idea 

and combined a radio and a phonograph to create 

the first radiogram. 

The company also kept looking to 

new and interesting industries, and 

in fact created more than one 

product category all by itself. In 

19SO, Braun launched the first 

electric razor, the 'S SO ' . This 

employed a set of oscillating blades 

and a very fine steel grate- a major 

innovation which resulted in vastly 

improved precision. The principle is 

still used today, although it has 

evolved tremendously since Braun 

created it. 

In 19S6, in quite a different 

industry, Braun launched the first 

totally automatic 3S mm slide 

projector. This was the 'PA I'. In 

1963, the company created the 

electric toothbrush, 'Mayadent', 

and in 1971 Braun launched the 

first pocket lighter. In the year 

2000 it was the turn of the first 

in-car electric razor. 

The razor 

'Activator' and 

the electric 

toothbrush '3D 

Excel' are other 

examples of the 

many innovative 

technical designs 

Braun has created 

and produced. The 

reputation of the 

brand and its 

products has been 

suitably enhanced by 

a long series of 

international 

exhibitions, 

including one at 

the Museum of 

Modern Art 

(New York) and 

another at the 

Center Pompidou 

(Paris). 

Braun has 

never stopped 

innovating and 

creating 

products in 

response to 

the needs of 

the consumers. 

HISTORY 

Braun has come a long way from designer of 

radio transmitters in an out-of-the-way part of 

Europe to global leader in the manufacture 

of small appliances. In 1921 , the engineer 

Max Braun (born in 1890 in the east of 

what was then Prussia) established his 

business to build radio 

transmitters. 

Two years later, Braun 

began making components to 

supply the radio industry, 

then in its infancy. In 192S, 

the company began to 

specialise in the large-scale 

production of items like dial 

faces and buttons, thanks 

to Braun's invention of 

effective and efficient 

plastic presses. By 1929, 

that production had grown 

to include complete radios. Braun soon became the 

leading German radio manufacturer. 

The Braun brand itself was finally born in l93S 

and a year later, Max Braun conceived hi s first 

portable, battery-powered radio. Its principal 

characteristics were convenience, utility, simplicity 

and the functional form of the case. 

It did not take long for international recognition 

to atTive. Braun received the prize 'Pour realization 

exceptionnelle en Phonographie' for thi s 

innovation at the time of the Universal 

Exposition of Paris in 1937. 

In 1947, Braun initially focused 

production efforts on the 

company's principal products: the 

radio sets and pocket lamps 

'Manulux'. 

But Braun could not sit still, 

and began to diversify again. 

The company made a major 

breakthrough with the 

development of the first electric 

razor under the direction of Max 

Braun, assisted by his son 

Artur. In l9SO, Braun launched 

mass production of the electric 

razor 'S SO ' as well as 

developing a line of kitchen 

appliances 

under the 

brand name of 

'Multimix'. 

Max Braun's 

sons, Artur and 

Erwin, succeeded 

him at his death in 

19S ! .. Faithful to the 

innovative spirit of 

their father, they 

launched into 

photographic 

electronics in 

19S2. Theirfirst 

new product 

was the 

electronic 

camera flash 

'Hobby'. 

A key time 

for Braun 

BRAUn 

() 

! 

olf 

28

was to begin in 19S3. Artur and Erwin Braun 

demonstrated timeliness in the market where they 

were already the leader - radios. To distinguish 

the brand from its competitors, they presented 

'devices more inexpensive, more different and more 

functional', vastly improved over the conventional 

radios of the time with their gilded edges and high 

speakers. 

Product improvements in this and other 

categories continued, and eventually, in December 

1967, The Gillette Company became the majority 

shareholder in Braun. 

In 1988, Braun's epilator division purchased 

the French Silk-epil. The launch of the electric 

toothbrush 'Piak ContTol' with a circular oscillating 

head revolutionised the market in 1991. More 

diversification came in 1996 when 

Braun bought the American 

business ThermoScan, then the 

market leader in infrared 

thermometers. 

THE PRODUCT 

Today, Braun markets 200 

products in eleven 

categories: dental hygiene, 

electric razors, epilators, 

blenders, coffee makers, 

irons, citrus fruit juicers, 

hair driers and curling irons, 

thermometers, alarms and ~-······· 

calculators. 

Outstanding products include the Syncro with 

its Clean and Charge unit which cleans the shaver 

in alcohol, dries it and 

charges it ready for 

use. The Syncro also 

offers a Smart Logic 

battery management 

system. The Braun 

Independent Steam 

Cordless Straightner 

makes salon quality 

straight hair possible 

anywhere, and the 

ThermoScan ear thermometer 

makes it easy 

to take children's 

temperatures without 

waking the child. 

Ten factories in 

sRRun 

release of a protective lotion. This innovative 

concept was developed in pa1tnership with Gillette. 

In 2003 Braun launched a new range with the 

'Silk-epil SoftPe1fection ... the softest and most 

effective of the epi lators', to the three million users 

of electric epilators. 

Always aware of domestic products, Braun also 

launched the 'Multiquick Advantage', a poweJful 

high-performance blender, in 2003. The brand 's 

success with blenders in a maturing market has 

been outstanding, with Braun developing and 

growing the market in the premium category through 

increases in power and design. 

PROMGnON 

Braun promotes its brand and products in a wide 

variety of ways. Strategic television campaigns 

generally focus on the brand, using premium 

products to convey the brand slogan 'Better by 

Design' . 

Seasonal promotions feature premium-branded 

gifts with purchases, and recently during a shaver 

promotion Braun offered buyers the opp01tunity 

to put in some 'Hot Laps' with the companysponsored 

Team Braun Porsche, which 

competes in the high-profile Carrera Cup. 

Subsequently Braun even gave away a 

Porsche Boxster to a lucky purchaser 

in a popular Clu·istmas promotion. 

In quite a different element, 

superstat· swimmer Michael Klim is the 

face of electric shaving for Braun. Klim 

has held world records and has won 

gold medals at an international level, 

and personally recommends Braun 

electric shavers. 

A recent Father's Day promotion offered 

buyers up to five free EA grunes. 

BRAND VALUES 

Braun believes that brand image is a major 

factor in the company's success. This is based 

on the principal values that innovation, design, 

and quality give rise to demand. 

"We strive to fulfil the consumer's true needs 

with products that distinguish themselves through 

meaningful innovative features and benefits, high 

quality standards in pe1forniance and durability and 

ergonomic, distinctive and aesthetic design", said 

Bernhru·d Wild, President of Braun. 

Braun refuses any compromise on quality. Severe 

tests ru·e carried out on a lru·ge scale in the Braun 

laboratories in order to guarantee that all products 

attain the highest standards of security, solidity 

and longevity. The key to Braun's success has been 

the strict demand for a functional design of the 

highest quality. 

Braun's design elements are originality, 

functionality, ergonomic simplicity, integrity, 

aesthetics and durability. For Braun, design is a 

philosophy that penetrates all aspects of life. 

www.braun.com 


BRAUN 

network allows Braun to supply 

mru·kets right ru·ound the world with 

its many products. 


In 2000, Braun launched the 

'Syncro System', the world's first 

self-cleaning electric razor 

followed by 'FreeGlider' in 

2002, which includes the 

0 Today's shavers use the srune basic 

foil and cutter technology as the first 

electric shaver ever invented, by Max 

Braun in 19SO. 

0 In I 929, Braun was first to include the 

receiver and speaker in a single radio 

device. 

0 Braun is the worldwide leader in five 

product sectors: electric razors, 

epilators, electric toothbrushes, 

blenders and thermometers. 

0 Braun created the radiogram by 

combining radio and phonograph in 

1932. 

0 Braun employs close to 9,000 people 

ru·otmd the world. 

29

THE MARKET 

Australians love confectionery. 

They annually consume 5.7kg 

per person, making confectionery 

the most popular snack 

food in Australia. 

Chocolate accounts for more 

than 7 5 per cent of all 

confectionery sales in Australia 

with a retail value of over $1.3 

billion every year. Cadbury is the 

biggest player in chocolate 

confectionery, with market 

leadership across all major 

product segments. 

Forty-seven percent of 

confectionery is purchased on 

impulse, and almost 50 per cent 

of all chocolate buyers are within 

the 25 - 49 year age group. 

Women generally buy more 

chocolate than men, but in most 

cases they are buying for their 

families. In fact men in the 35-49 year 

age group are the highest buyers of chocolate bars 

and blocks, usually for themselves. 

The Australian confectionery market continues 

to grow year on year with volume increasing by 

double digits over the past five years. 

ACHIEVEMENTS 

Cadbury is one of the largest chocolate producers 

in the world. Since the merger with Schweppes in 

1969, Cadbury Schweppes has become a major 

force in international markets. This 

position has more recently been 

fortified by the acquisition of 

Adams Confectionery and The 

Natural Confectionery 

Company. 

Cadbury spans the 

globe from its British 

base, and operates 

factories in Australia, New 

Zealand, Malaysia, 

Indonesia, India, China, 

Poland and several patts of Africa. 

It owns subsidiary companies in 

France, Germany, Spain, Argentina and 

Holland and has franchise agreements in the US 

and Canada. 

In Australia, Cadbury brands lead the 

confectionery mat·ket with Cad bury's flagship Dairy 

Milk wo1th over $95 million annually. Cadbury Nut 

Break represents the most 

successful block chocolate 

launch in the last year, selling 

more than $13 million worth in 

the first 12 months. Three 

generations of Australians have 

grown up with the Cadbury 

range. 

HISTORY 

The Cadbury story started in a 

small grocery shop 111 

Birmingham, England, opened in 

1824 by John Cadbury, a Quaker. 

The shop's most popular 

product was cocoa and this led 

John Cadbury to move into 

chocolate manufacturing. 

Realising the potential of his 

business, John Cadbury and his 

brother Benjamin formed a 

company, Cadbmy Brothers. In 

1853, they received the Royal 

WatTant as manufacturers to Queen 

Victoria. The company has continued to hold Royal 

Warrants of Appointment to this day. 

John Cadbury's sons George and Richard took 

control of the business in 1861 and in 1866, 

introduced a new method for pressing the cocoa 

butter from cocoa beans to form cocoa essence, 

which was advertised as 'Absolutely pure - 

therefore best'. They produced 

many new kinds of 

chocolates, including 

the first assortments 

sold in 

boxes. 

Richard Cadbury introduced ambitious and 

attractive designs from his own paintings for his 

gift boxes. He used children as models and 

sometimes depicted flowers or scenes from holiday 

journeys. 

In 1905 came the launch of Cadbury's Dairy 

Milk, now the company's flagship brand. It was 

manufactured by a unique process which used fresh 

milk in greater quantities than previously. Of the 

three names considered for this new brand - 

'Jersey' , 'Highland Milk' and 'Dairy Maid'- the 

last two were amalgamated to form 'Dairy Milk'. 

The Cadbury purple and gold house colours were 

introduced at the beginning of the century and are 

now firmly established as Cadbury's corporate 

colours. 

In 1918, Cadbury merged with 

the well-known confectionery ftrm 

of J.S. Fry. The alliance was an 

outstanding success, and the new 

company expanded internationally. 

In the 1920s, Cadbury and 

Fry decided to build a factory in 

Australia and were joined by 

Pascal!, another well-known 

confectionery maker. This new 

Australian company was called 'Cadbury 

Fry and Pascali'. Claremont in Tasmania was 

chosen for the company' s Australian factory, 

because it was close to Hobart and to the finest 

30

market at Easter. 

Cadbmy also licenses its brands to dedicated 

producers of ice creams, dairy desserts, cream 

liqueur, biscuits and baking products. 

dairy pasture in Australia, and enjoyed 

pure air and moderate temperatures. 

Cadbmy became the official supplier 

of chocolate to the Australian Armed 

Forces in World War II. The supply of 

chocolate to the troops and civilians 

required a tremendous effort from 

Cad bury's workers. The Claremont 

factory worked throughout the day and 

well into the night, but the civilian 

population still suffered from chocolate 

shmtages, and stores sometimes went 

without chocolate for months at a time. 

In 1967 Cadbury acquired 

MacRobertsons, a respected Australian 

confectionery manufacturer founded in 

1880. This move gave Cadbury a major 

manufacturing base at Ringwood, 

Victoria and a range of unique brands including 

Cherry Ripe and Freddo Frog, which have become 

household names. 

In 1969, Cad bury merged with Schweppes 

Australia to create Cadbury Schweppes. Since then, 

Cad bury has acquired the Red Tulip confectionery 

company, founded in Melbomne in 1942, and has 

expanded its range of fine products including the 

Europe range of health bars, the enormous atTay of 

Red Tulip Easter lines, and famous confectionery 

brands including After Dinner Mints. 

THE PRODUCT 

Cadbury's core product is top quality chocolate. 

The Cadbmy Dairy Milk block is the company's 

flagship brand, but there are many other favourites 

including Fruit & Nut, Hazel Nut, Snack and Nut 

Break, as well as Old Gold in dark chocolate and 

Dream in white. Cadbury produces a variety of 

boxed chocolate assortments, most notably Roses 

and Favourites. 

Children's lines include 

Australia's long time favourites 

Freddo Frog, Caramello Koala 

and Yowie. Famous Cadbury 

bar lines such as CheiTY Ripe, 

Picnic, Crunchie, Flake and 

Turkish Delight meet the 

demand for impulse purchases. 

New products such as Flake 

Noir and rotational Picnic 

variants such as Picnic 

Honeycomb keep the market 

stimulated each year. 

Cadbury produces a vast 

array of seasonal lines, with 

Christmas and Easter being the 

two largest selling occasions 

for the year. Cadbury leads both 

seasons with Magical Elves 

being key in the market at 

Christmas and Cadbury Creme 

Eggs and Mini Eggs driving the 


Cadbmy Chocettes, first launched in 2003, have 

taken Australia by storm. The concept of 

"mindless munching" came to the fore 

in recent times and necessitated a bitesized 

offering that could meet the needs 

of varied eating occasions. Chocettes 

can be shared amongst family and friends 

or be a 'portion controlled' option for 

one. 

Chocettes capitalise on some of 

Cadbury's most successful bar and 

moulded chocolate brands including 

Cherry Ripe, Cmnchie, Picnic, Dream, Top 

Deck and Dairy Milk. Over $13 million 

worth of Chocettes were sold in the first 

six months. New variants being 

introduced in the second half of 2004 

promise to add even more excitement to 

the segment and give consumers the 

opportunity to enjoy their favourite 

brands in a novel and convenient format. 

Dark chocolate appeals to the mature and more 

discerning consumer. Though this consumer group 

had become more 

prevalent, dark block 

chocolate sales had 

waned. 

Cadbury Old Gold 

was re-launched in April 

2003 and has created a 

resurgence 1!1 dark 

chocolate. Prior to therelaunch, 

the dark chocolate segment was relatively 

stagnant with growth levels at around 15 per cent 

and generating $28 million a year. Post-launch, dark 

chocolate is growing at 67 per cent and sold more 

than $44 million in 2003. 

PROMOTION 

The taste of Cadbury's chocolate has long been 

the focus of Cad bury's advertising in Australia and 

New Zealand. This has been supported by the 

slogan 'a glass and a half of full 

cream milk in every 200grams', 

accompanied by a picture of 

milk pouring into a block of 

Cadbury Dairy Milk 

chocolate. This was a 

tremendous advertising coup 

and served the brand well for 

more than 50 years. 

The "Masterbrand" corporate 

umbrella advertising campaign 

"Choose happiness ... 

choose Cadbury" takes 

chocolate consumption to a 

'permissibility' platform in the 

consumer's mind that will 

unlock growth for the future. 

Building on this, the 

"Wouldn't it be nice" 

campaign which fust aired in 

2002 with its 'Surfte', 'Soccer' 

and ' Postie' clay-mation 

commercials explored different motivations for 

consuming chocolate such as enjoyment, fun, 

sharing and family quality time. This was fmther 

fostered in 2003 with 'Car Trip' . All advertisements 

were hugely popular and deemed a great success 

in conveying the core Cadbury values. 

BRAND VALUES 

Cadbury's mission statement says simply 

'Cadbury means quality'; this is the promise. The 

company's reputation is built upon quality; a 

commitment to continuous improvement will ensme 

that this promise is delivered. 

Cadbury has established itself as a company of 

fairness and integrity, which always 

'::~d~~~~~i55;::;0i\:iii~socially 

responsible 

business. This commitment to consmners has been 

encompassed by involvement with vatious chatities, 

with a signiftcant commitment made to the children's 

charity 'The Clown Doctors' inearly2004. 


CAD BURY 

0 Australians give more chocolate Easter 

Eggs than anyone else in the world - 

they give eggs valued at more than 

$178 million. 

0 Australia holds the world record for the 

lmgest Easter Egg ever produced. In 

1992 Red Tulip produced at1 egg 

weighing 4,755kg and measming 7.1 

metres in height. 

0 Dental resemchers have discovered 

that tannin, found in all cocoa 

products, inhibits the key enzyme in 

the formation of plaque. 

0 Over I 00 million Ft·eddo Frogs m·e 

produced annually. 

0 Chocolate is the only word of Aztec 

origin used regularly in English. 

Xocoatl was a 'bitterwater' drink made 

from the cocoa bean by the Aztecs. 

0 Cocoa butter, the fat of which 

chocolate is composed, melts 

completely at temperatures between 32 

at1d 35C and begins to soften at 

between 25 and 27C. So keep your 

chocolate cool! 

31

THE MARKET 

Everyone has fond memories of growing 

up with cordial. Australian cordial 

consumption in 2003 was 6.8 litres per 

capita. This translates to every Australian 

drinking more than 27 litres of diluted 

cordial each year. More than 75 per cent of 

households regularly purchase cordial, 

which is viewed as refreshment to be 

enjoyed mostly in the afternoon or after 

school. 

Cordial is a product that is primarily 

consumed by families with two or more 

children aged 5-12 years. Cottee's is 

Australia's clear market leader in the $191 

million Cordial market, and has 

demonstrated the value of having a strong 

brand name and market position by the 2 

per cent growth it experienced in 2003. 

The jam industry is valued at $115 million, and 

Cottee's is a m~or player. While the category 

continues to be loved especially by older target 

markets, around 80 per cent of households buy jam 

at least once a year. 

The $37.4 million topping category is enjoying 

both value and volume growth, and 

together Cottee's and Cadbury lead 

the category. Topping is complementary 

to Ice Cream and bought by 

the average household every 12 weeks 

as a pantry filler. This mature category 

is driven by innovation and the launch 

of new products. 

Jelly is a fun dessert that is simple 

to make and easy to always have on 

hand. ln 2003 Cottee' s experienced 

the largest market growth in value 

terms of all competitors in this $23 

million category. Cot tee's was 

able to achieve this growth by 

capitalising on successful 

promotional strategies. 

ACHIEVEMENIS 

Since being acquired by Cadbury 

Schweppes in 1984, Cottee' s has 

grown to become one of 

Australia's top 25 food umbrella 

brands (AC Nielson). 

The success of the Cottee's 

brand is based on a focus on the 

quality of each product, achieved 

by improving the fruit credentials 

of jam, jellies and cordials. 

Cottee' s massive participation in the cordial 

category in Australia is largely credited to the unique 

Coola flavoured cordial that firmly occupies the 

top spot as 'Australia's favourite' with sales of more 

than 64 million litres every year. In addition, Cottee' s 

is market leader in toppings and holds a strong 

position in both the jam and jelly categories. 

HISTORY 

Cottee's began making qual ity food 

products in Australia in 1910. To this day 

the Cottee's brand remains an Australian 

icon and the range can be found in almost 

every supermarket. The company was 

started by Spencer Cottee, a dairyman. 

When faced with hard times in dairying in 

the early 1900s, he began to grow and 

process passionfruit. Along the way he 

developed the now famous 'Passiona' soft 

drink brand. The instant success of 

Passiona prompted Spencer to expand the 

business Australia-wide and create a host 

of other beverages under the Cottee' s 

brand. So came the bilth of Cottee's fruit 

mixes and cordial products in the 1920s. 

A growing demand for Cottee' s 

products led to the establishment of Cottee' s 

second factmy i11 Leichhardt (Sydney), which paved 

the way for Spencer Cottee to launch into yet more 

categories of jams, jellies and even peanut butter. 

During WWII, Cottee's was commissioned to 

produce jams, juices and concentrates for the army 

and some of these contracts are still in place today. 

After the war the company diversified further into 

soft drinks, toppings and frozen foods. Increasing 

demand for pre-prepared desserts in the 1950s 

inspiJ·ed Cottee' s to develop its mnovative instant 

pudding in 1958. 

In I 970, General Foods Corp USA 

and Cottee's Ltd merged to form 

Cottee' s General Foods Limited. 

Cadbury Schweppes Pty Ltd 

then acquired Cottee's Foods 

in 1984, undertaking a massive 

expansion of business and 

facilities at Liverpool, NSW, 

with new product 

development and the 

acquisition of a number of 

major food brands. Cottee' s 

now expmts its products to 

numerous countries around 

the world including New 

Zealand, the USA, Egypt, 

Chile, India and Sri Lanka 

as well as South East Asia 

and the Pacific Islands. The 

current export range 

includes jams and 

marmalades, fmit cordials, 

fruit and other flavoured 

toppings, maple syrup, 

32

hazelnut spread, j e ll y crystals and in stant 

puddings. 

The major relaunch oftheCottee's brand in2002 

has ensured Cottee' s success as one of Australia's 

favourite family brands. To ensure Cottee's 

continued movement with the times a new logo, 

new pack designs and a new advertising campaign 

were launched. The new-look range has greater 

consistency, a more contemporary im age and 

improved shelf stand-out. 

THE PRODUCT 

There are a number of contributing reasons why 

Cottee's is a leader in Australia 's food industry. 

The most important is the quality of the products 

the company manufactures. The Cottee's range of 

products is produced at state-of-the-art 

manufacturing facilities at Liverpool, 

NSW and Tullamarine, Victoria. 

Cottee's has an extensive range of 

products in both retail and food 

service pack sizes. The range 

includes jams and marmalades, 19 

flavours of fruit cordial, fruit 

sauces, fruit syrups, fruit and 

flavoured toppi ngs, maple 

syrup, spreads, bellywashers, 

soft drinks, jell y crystals and 

instant pudd ings. Each of 

these products varies in 

size, and composition. 

Some ranges include 

Cottee' s Diet products, 

which are distinguished 

by a light blue label and 

li d which clearly 

differentiate them from 

the Cottee' s regu lar 

range. 

T he Cottee' s All 

Natural range, including 

cordials, fruit juice syrup, 

and jelly, offers consumers 

high frui t content with no 

artificial flavours, colours or preservatives. 


The new millennium has brought significant change 

to the Cottee' s brand. In 200 I Cottee' s 

fruit sauces were launched to 

complement the ever-popular 

topping range. While 

traditional toppings were still 

perfect for pouring over ice 

creams, the new fruit sauces 

were developed to make 

Cottee's topping stretch 

across a wider variety of 

uses; smothering over 

cheesecake, adding real 

flavour to pavlova or adding 

a touch of flavour to pancakes. 

In 2002, Cottee's 

introduced its new soft drink 

range - a natural extension of 

the existing range of cordials. 

'Cottee's now has bubbles ' was 

the message for families . 

Cottee' s jam has been 

reinvigorated by the launch of 

Cottee's Be Organic, a new range of organic 

jams to appeal to a more modern consumer. 

Cottee' s packaging has undergone a 

complete reinvention with the introduction 

of a new jam jar, squeeze topping bottle 

and a revolutionary user-friendly 

cordial jug pack. Building on the jug 

pack's success, Cottee's launched 

refills, encouraging more 

consumer cordial flavour 

rotation. 

Adding to the 

makeover was the 

replacement of the old 

rigid, square Cottee' s logo 

by a more fluid and fun 

redesign ready for the 

relaunch of the entire 

product range in 2002 

under the banner of the 

'That I Like Best' advettising 

campaign. 

PROMOTION 

Cottee's recognised early in its hi story that 

adverti sing and promotion were essential to 

remaining a competitive market 

leader. 

Through the '50s, 'See the 

fruit in it', 'Everyday is a 

Cottee'skindofday', 'Cottee's 

festival of fun ' and 'Always 

keenly priced' touted the 

virtues of the extensive 

Cottee's product portfolio. 

But no Cottee's adverti sing 

slogan or promotion ever 

made such an impact as the 

' My Dad picks the fruit' 

television commercial of the 

early to mid 1980s. It remail1s 

a mil estone in Cottee's 

marketing history, because it 

encapsulated the values that 

defined the company since its 

beginnings - fun, fam il y, 

quality and trust. 

In 2002 all Cottee' s brands 

were promoted through the master brand and the 

emotional connection that consumers had with the 

'My Dad' TVC, in the 'That I Like Best' campaign. 

BRAND VALUES 

Cottee' s success has been built on hard work, 

integrity and the ability to anticipate the 

changing needs of Australian families. These 

cornerstones continue to form the foundation 

of Cottee's today. Cottee's loyal consumer 

base has grown fro m the company's 

commitment to quality products that meet 

the needs of Australian families. This 

achievement was made possible by the 

continuous evoluti on of the product 

range and an ability to connect with the 

Australian culture. 

In everything Cottee's does going 

forward, it will be clear that regardless 

of the product category, it is one brand 

with one promise. That promise is that 

Cottee's foods are of a high, trusted 

quality, with a great taste. In most 

categories they are also market leaders - 

which clearly makes them the products 'that I like 

best' . 


conEE'S 

0 Cottee' s founder, Spencer Cottee, 

originally beg

CRJICKET AUSTRALIA 

Over the past five years, Cricket Australia has 

generated a 95 per cent increase in revenue. This 

has largely come from increases in sponsorship 

and media rights income, but the other core revenue 

stream, gate receipts, has also grown strongly. 

In the 2002-2003 season, Cricket Australia 

generated total revenue of $87.1 million. 

THE MARKET 

Summer means cricket for Australians all around 

the nation. Players, officials, venue managers, 

volunteers, local councils, media, families, suppliers 

and fans gear up for their respective roles in what 

is Australia's biggest genuine national sport. 

At an elite level, Australia's summer features 

Tests and one-day games for the men's and 

women's teams. Elsewhere, the world's strongest 

domestic fu·st-class cricket competition, the Pura 

Cup, one-day interstate INGCup and the Women's 

National Cricket League, build on their traditions. 

And across the nation, 

hundreds of thousands of 

men and women, boys and 

girls, are taking to the field 

at all levels of international, 

interstate, local, community 

and school cricket. 

Countless more will roll their 

arm over in the backyard or 

on the beach. 

Cricket has a distinct 

place in Australian society 

and history. The game has 

played a significant role as 

an element in Australia's 

national identity. 

Australians pride 

themselves on playing the 

game hard but fair, and 

Australia is currently and 

also historically the world's 

most successful cricketing nation. 

Embracing the spirit of the game means 

participating fairly, either as a player or as an official, 

and exhibiting respect for other players and officials 

and the game's traditional values such as 

graciousness in defeat and humility in victory. 

ACHIEVEMENTS 

During the 2002-2003 season, independent market 

research confirmed that cricket is Australia's 

favourite team sport. 

Cricket Australia's revenue continues to grow. 

HISTORY 

The first central administrative body for cricket in 

Australia was estab]jshed in March 1892, when 

delegates from the state associations of New South 

Wales, South Australia and Victoria complemented 

growing federalist fervour by establishing the 

Australasian Cricket Council. 

The Council disbanded only seven ye3.1·s later, 

but the void was filled when the Australian Board 

of Control for International Cricket was formed in 

1905 with two representatives from New South 

Wales and Victoria. A delegate from Queensland 

joined later the same year; and in 1906 another 

representative from New South Wales and Victoria 

attended, along with three from SA. 

Tasmania was permitted one representative from 

1907, while Western Australian representation 

became a reality from 1913. The only other changes 

to the number of delegates provided by the states 

were made in 1914 and 1974 respectively, when 

Queensland and Western Australian representation 

increased to two each. 

The organisation again changed its title in 1973 

- this time to the Australian Cricket Bolli·d. 

Arguably the biggest period of transition in its 

operations occurred in the 

late 1970s, when the advent 

of World Series Cricket 

prompted a number of 

important changes in the 

areas of marketing, 

commercial affairs and media 

involvement in cricket. 

In 2001 Bob Merriman 

became the 34th person to 

oversee the Board's 

activities as its Chairman 

when he replaced Denis 

Rogers. 

Among tl1e wide range of 

developments to which 

these men have been forced 

to respond in their roles as 

the Board's figureheads, 

some of the more notable 

have been: the 1912 dispute 

34

etween officials and a group of the 

country's senior players; the outrage 

prompted by the 'Body line' series of 

1932-33; the onset of World Series 

Cricket in the late 1970s; the staging 

of rebel tours to South Africa during 

the 1980s; and the threat of strike 

action launched by the nation's 

players in 1997. 

The longest serving Chairmen 

were Allen Robertson (1930-33, 1936- 

45, l948-5l)andAubrey0xlaie(l927- 

30, 1933-36, 1945-48, 1952-52), while 

arguably the best-known was Sir 

Donald Bradman ( 1960-63, 1969-72). 

James Sutherland became the 

organisation's 12th Secretary/Chief 

Executive Officer in 2001 when he 

succeeded Malcolm Speed. 

THE PRODUCT 

Through growth, development and promotion, 

Cricket Australia brings the game of cricket to the 

people of Australia. 

It is Cricket Australia's role to attract, develop 

and keep people in the game by building skills, 

p3.!ticipation levels and cricket pathways such as 

the MILO development programs that introduce 

young children to the basic skills of cricket through 

a modified version of the game. 

At the elite level, Cricket Australia provides high 

quality traini ng facilities and development 

programs to ensure the future success of the 

Australian men 's and women's cricket teams and 

various representative sides. 

Cricket Australia takes a leadership role in 

actively promoting the codes and policies of the 

game, both locally and internationally. 

consolidates revenueraising 

and new 

business activities for r-!~"'-~ 

Australian cricket. 

Cricket Operations 

manages Australian 

teams at international 

level, administers the 

country's premier 

domestic competitions, 

the Pura Cup and the 

lNG Cup and the 

Women's National 

Cricket League, and 

oversees all first-class 

umpiring. 

Finance and Administration 

manages 

Australian cricket's finances and administers its 

internal operations. 

Game Development is responsible for 

overseeing all cricket development activity 

from the g3.1ne' s highest level through to its 

grass roots. 

Legal and Business Affairs 

provides in-house legal counsel, and 

ensures that the organisation adheres 

to sound legal practice. 

Public Affairs plans and implements 


In 2002, the Australian Cricket Bolli·d published 

a strategic plan for Australian cricket called 

'From Backyard to Baggy Green', identifying 

four strategic priorities: to strengthen and 

protect the spirit of cricket; to thrive at 

the elite level; to attract, develop and 

keep people in the game; and to ensure 

that cricket has a strong and 

sustainable financial base. 

On 1 July 2003, theAustra]jan Cricket the organisation's strategic 

Board changed its name to Cricket 

communications programs, ensuring that 

Australia, in order to build a more 

cricket's stakeholders are kept informed 

coordinated approach to branding 

about the game. 

throughout Australian cricket. A range of new 

Cricket Australia became fully integrated 

Australian cricket logos has been developed with Women's Cricket in 2003. The integration 

along a sinul3.1· shape to make them instantly 

will help develop clear pathways for female 

recognisable as part of Australian cricket ~~==~ players from junior programs like CricHit 

branding. This move was designed to 

through to Australian representation. 

ensure an integrated look and voice 

Today, Australia's national women's 

across all levels of the game, and to 

team, the Commonwealth bank 

enhance the strength of the brand 

Southern St3.!·s, serve as role 

val ue. 

models for thousands of 

Cricket Australia administers the 

young girls taking up the game 

game of cricket usi ng a wide range of 

each year. 

resources. In addition to the Executive 

depmtment, which manages the day-today 

PROMOTION 

operations of the Chief Executive 

CricketAustralia's 'GoAussieGo' 

Officer and Directors, Cricket Australia 

brand campaign conveys the message that 

operates six other departments. 

cricket is a sport for all Australians reg3.1·dless 

Commercial Operations drives and of age, gender, race or occupation. It is about the 

traditions of the game and recognises 

past and present heroes. The 

'GoAussieGo' campaign has been 

running for some six years, and 

follows the success of the previous 

campaign, 'C'mon Aussie C ' mon', 

which was first introduced in the 

1978179 season during the World 

Series Cricket era. 

The highly successful MILO 

Cricket programs see nelli·ly half a 

million primary and second3.1·y school 

students experience the game every 

year by means of tailored matches, 

clinics and other activities. MILO 

Kanga Cricket, Have-A-Go and Super 

8s all aim to raise aw3.1·eness 3.!1d draw 

p3.!ticipants to the game. 

Of course cricket is self-promoting to a large 

extent. On television both Test and one-day 

international cricket consistently rate higher than 

any other sport. Market research has also 

confirmed that cricket is Australia's favourite sport 

to listen to on radio and to read about in 

newspapers. 

BRAND VALUES 

Cricket Australia's mission statement is to advance 

cricket as Australia's national sport by growing 

pmticipation and interest in the game; fostering 

the success of Australian teams; and striving for 

commercial excellence, in a manner that upholds 

the tradition, integrity and spirit of cricket. 


CRICKET AUSTRALIA 

0 There 3.1·e 436,000 registered c1icket 

pmticipants in Australia. 

0 Women's cricket at intemationallevel has 

adopted the same baggy green cap as 

men's Ciicket with a slightly different logo. 

0 In Ap1il 2004, the Ciicket Centre of 

Excellence opened in Btisb3.!1e. 

0 In the 2002-2003 season, Cricket 

Australia generated total revenue of 

$87.1 million. 

0 The first recorded women's cricket 

match in Australia took place in 1874. 

35

THE MARKET 

It will be no surprise to readers of th is 

book to learn that the a lcohol 

beverage market has changed 

almost beyond recognition over the 

past ten years. Historically our 

alcohol consumption patterns were 

pretty well set. We had a beverage of 

choice and stuck to it. It is a different 

story today with consumers broadening 

their repettoire of alcohol beverages and regularly 

shifting between beer, wine, spirits and pre-mixed 

drinks. 

Believe it or not, that's aU good news for premium 

beer because people choose their drinks based on 

their mood and the occasion and, since they have 

more spending money in their pockets, they are 

not averse to paying a little bit more for something 

that represents quality and status. 

In the past five years alone, around 52 new 

premium beers have been launched into the 

Australian market. Of the total beer market, 

premium beer accounts for 6.2 per cent- and it 

is growing at around I 0 per cent per year. 

ACHIEVEMENTS 

One premium beer that has been around a lot 

longer than any other- fifty years to be precise 

is Crown Lager. 

Crown Lager has held onto the number one 

premium beer spot for five glorious decades and 

in spite of competition from a whole range of 

imported and new domestic bra1ids, Crown keeps 

growing its share of the premium beer market and 

proving itself to be the epitome of Australia's Finest. 

Over the years Crown has been rewarded with many 

accolades including Premium Beer of the Year at 

the 2002 Australian Liquor Industry Awards. 

HISTORY 

Without a doubt, Crown Lager is one of Australia's 

most iconic brands. It is the country's original 

premium beer and continues to outsell any other 

premium beer on the market. 

Crown Lager had an auspicious start. It was 

launched to the Australian consumer in June 1953 

to celebrate the coronation of Queen Elizabeth II. 

Prior to that it was available only to an exclusive 

group of individuals made up of diplomats and 

visiting dignitaries. 

But once in the hands of the public, the brand 

took off and has never looked back. Fifty years 

on, people with something to celebrate - no 

matter how big or small the occasion - still 

mark the moment with a Crown Lager. 

Crown's signature cone-shaped 

bottle and foil label have changed little 

in the 50 years. Only four times over 

five decades has the packaging been 

altered- a testament to the enduring 

strength of the brand. The last change 

was the development of a full gold 

foil neck label to commemorate tl1e 50' 11 

anniversary in 2003. 

Exactly how does an iconic brand li ke Crown 

Lager, a brand which symbolises celebration in the 

hearts and minds of Australian beer consumers 

everywhere, honour its own 

golden anniversary? By hosting 

the party of the year at another 

A u stra li an 

icon - the Sydney Opera House. 

On July 3R 1 2003, Crown's 50' 11 anniversary was 

celebrated in style in the fashionable Sydney 

Opera House restaurant, Guillaume at 

Bennelong. The venue was bathed in golden 

light, the glow from which could be seen from 

the long approach along Circular Quay. Guests 

included the who's who from the worlds of 

fashion , art, media, te levision, sport, 

hospitality and, of course, the Carlton & 

United Breweries staff who helped make 

Crown Lager the success it is today. A 

spectacular stage show featuring music and 

dance from Crown's five glorious decades 

entertained more than 500 guests who 

managed to pruty on until the eru·Jy hours 

of the follow ing morning. It was a fitting 

tribute to commemorate Crown' s five 

decades as Australia's Finest premium 

beer. 

THE PRODUCT 

Crown Lager is renowned for its creamy 

fruitiness and rich, malty mid palate. It is 

brewed pure ly to deliver premium 

enjoyment ·and is crafted from the 

choicest Australian malt and the season's 

best 'Pride of Ringwood' hops. 

Coincidentally, 'Pride of Ringwood' 

also celebrates 50 great yeru·s in 2003. It 

was developed by a CUB research team 

and by the end of the 1950s, this hardy 

36

and hi gh yielding hop 

variety had transformed 

the Australian 

brewing industry. For 

a whi le it featured in 

every CUB beer and 

remains the c lassic 

bittering hop in 

Crown Lager. 

RECENT 

DEVELOPMENTS 

One of Crown Lager's 

success factors is consistency. Over the decades 

very little has changed. Cettainly the recipe, a closely 

·TJu·: Hf'l"t' :-.~'!"\I 'd al pn·ci ~t ·l: lilt' t ·i~!Jt l c•Jl ljlt'I'HIIIIT. 

So \HTt' tlw o:·stcr)"o:· 

guarded secret, is the same now as it was back in 

1953. 

Where Crown has changed is in its mru·keting. 

Going back to our struting point about the fickle 

alcohol consumption habits oftoday's consumers, 

the people behind the brand have recognised the 

importance of Crown being seen in the right hands 

and ri ght places outs ide of mainstream advertising 

and promotion. 

Crown Lager is the first choice of a number of 

Australia's elite sp01ting personalities who celebrate 

their victories with Crown. Such is the association 

with cricket a11d Australia11 Rules footbal l in 

pruticular, that Crown Lager 

now has a formal 

re lationship w ith Cricket 

Austra li a and the AFL 

through its s upport and 

sponsorship of the Allan 

Border and Brownlow 

medals. Underpinning all 

this activity is ongoing 

support for smaller but 

equally exclu sive and 

influential events in the 

world of art, fashion, 

sport and entertainment. 

While Crown's 

packaging has been 

altered only four times in 

50 years again 

maintaining 

consistency over a 

long period - prut of 

the 50' 11 anni versru·y 

celebrations was a 

national competition 

among Austra lia's 

leading tertiary 

design colleges to 

design a special 50' 11 

anniversary Crown 

Lager label. 

Hundreds of 

students from all over the country vied for the prize 

-an Apple i-book computer plus a pallet of Crown 

Lager, packaged in their own design, for them to 

shru·e with their college mates. The project attracted 

a huge amount of interest and, importantly for the 

brand, Crown Lager benefited from having a high 

profile among the key influencers of tomorrow. 

PROMGnON 

As the Crown Lager bottle and the packaging have 

evolved over time, so has the advertisi ng. One 

reason for this is the fact that only one agency has 

ever been responsible for developing adverti sing 

for the brand. George Patterson Bates has been 

responsible for devising the creative content of 

Crown's advettising for most of the brand's 50 

yeru·s. And whi le CUB has been careful to maintain 

the brand's consistency, the agency has worked 

hru·d to make sure the

THE MARKET 

Australia's growing appetite for pizza is 

fuelling a $1.4 billion industry. More than 

133 million pizzas are sold in Australia 

every year - that's more than seven for 

every Australian man, woman and child. 

At least four in five Australians buy 

and eat a pizza in any tlu·ee-month period, 

with the majority of pizza consumers aged 

between 25 and 44 years. Couples with 

children at home consume the most pizza, 

while young single males are the most 

frequent purchasers. In Australia, 

Domino's Pizza sells about 34 million 

pizzas each year making it one of the 

country's top pizza makers. 

Founded in 1960, Domino's is the 

recognised world leader in pizza delivery, 

operating a network of more than 7,300 

stores in more than 50 countries. 

Domino' s Pizza Australia, a 100 per cent 

Australian-owned company with the Australian and 

New Zealand master franchise for the brand, 

operates more than 280 company-owned and 

franchised stores. Domino's Pizza Australia leads 

in the majority of its markets around Australia. 

ACHIEVEMENTS 

Since its inception, Domino's Pizza Australia has 

delivered a series of products and innovations 

which have revolutionised the Australian pizza 

industry. 

In 1980 Domino's Pizza Australia, then trading 

as Silvio's Dial-A-Pizza, was the fu·stin Aust:ralia to 

introduce home pizza delivery. This 

concept proved extremely popular, 

prompting competitors to follow 

suit. Today, Domino's delivers ten 

million pizzas to Australian 

households each year. 

Introduced in 2000, Hot Cell is 

Australia's first electronic hot bag 

for pizza delivery. Using a patented 

state-of-the-art heating element and 

special insulation material, Domino' s 

Hot Cell works like a portable oven 

ensuring pizza is delivered up to 20 

per cent hotter. 

Designed to fill the gap between 

Deep Pan and Thin 'n' Crispy bases, 

the Classic Crust is a pizzeria-style 

crust which now accounts for almost 

half of all Domino's Pizza Australia 

sales. Introduced in 2002, the 

Classic Crust dough was originally developed by 

Domino's Pizza Australia CEO Don Meij for use in 

an apple turnover product. He cooked the dough 

in a pan to create a baked crust and the Classic 

Crust was born. 

All Domino' s staff receive proper t:raining from 

the minute they set foot inside a Domino' s store. 

This covers customer service, product quality and 

occupational health and safety. Domino's Pizza 

College is the company's management training 

program, helping to transform today' s pizza delivery 

drivers into tomorrow' s management team. It gives 

employees a qualification which is recognised 

internationally and helps young guns launch a 

career in the industry. 

The Partners Foundation is a nonprofit, 

non-compulsory fund to which all 

employees are encouraged to donate. 

The purpose of the foundation is to 

provide financial assistance to employees 

and their families who have fallen on hard 

times. The foundation has helped over 

100 people at a cost of approximately 

$96,000 since its inception on 30th June 

1997. 

HISTORY 

Domino's Pizza Australia began in the 

Brisbane suburb of Red Hill in 1978 as 

Silvio's Dial-A-Pizza. Founded by two 

enterprising brothers, Silvio and Fe! 

Bevacqua, Silvio's embarked on a rapid 

expansion throughout Australia and by 

1993 had more than 70 stores in 

Queensland, New South Wales, Western Australia, 

Tasmania and the Northern Territory. 

In 1993, Silvio's Dial-A-Pizza bought the 

Australian and New Zealand master franchise for 

the international Domino's brand. Between 1995 

and 1996, theDomino's and Silvio's groups merged 

and all stores were branded as Domino's. 

With almost 30 years of local experience and a 

new, aligned, fighting, entrepreneurial spirit, 

Domino's Pizza Australia began heading for market 

leadership. 

In Apri I 2001 , Don and Esme Meij and Grant and 

Sandy Bourke, two of Australia' s largest 

franchisees, merged their 25 franchised stores into 

the master franchise and purchased 

23 per cent of Domino' s Pizza 

Australia. They remain the operating 

shareholders of the company. 

Today, Domino's Pizza Australia 

employs more than 8,000 

Australians, operates more than 280 

stores and sells more than 34 million 

pizzas each year. 

IttookDomino's PizzaAustralia 

23 years to achieve a turnover of 

$ 150 million. Two years later the 

company broke through the $200 

million mark and during the next 18 

months it expects to pass $250 

million. 

THE PRODUCT 

When it comes to pizza, Domino's 

Pizza Australia has proven that 

38

choice is supreme. 

Domino's continually researches new 

topping combinations and new pizza bases. 

It develops about 10 pizza concepts a week, 

but only about one in 30 ends up on the 

menu. 

Every few months, a range of new tastes 

is introduced for a limited time to cater to 

the ever-evolving tastebuds of Australian 

pizza-lovers. No pizza topping is left 

untasted, with the recent Double Bacon 

Cheeseburger pizza the first in Australia to 

feature mayonnaise. It quickly proved 

popular and won a permanent place on the 

Domino's pizza menu. 

Domino's also conducts regular taste 

test focus groups to trial the new pizza 

toppings and bases. New pi zzas have to 

succeed here if they are to make it into the stores. 

With the company's move into New Zealand in 

mid 2003, Domino's realised that different 

nationalities have their own tastes. The Kiwi Kev 

is the frrst in a planned series of pizzas specifically 

designed for New Zealand taste buds. 

Sourcing fresh products is one of the keys to 

Domino' s continued success. It is one of the few 

Australian pizza-makers to use vine-ripened instead 

of gas-ripened tomatoes, along with sun-dried 

tomatoes to enhance the flavour of the pizza. 

More than 94 per cent of Domino's Pizza 

Australia' s expenditure is spent on sourcing 

Australian products. It spends $61 million each 

year on Australian ingredients like yeast, plain flour, 

chicken, pizza sauce, cheese, beef, ham, pepperoni, 

bacon, mushrooms, capsicums, tomatoes and 

OniOnS. 


In the 2002/03 financial year, Domino' s increased 

store numbers by almost a qmuter to 245. Soon 

after that, Domino's opened its 250'" Australian store 

in the Sydney suburb of N01th Strathfield. By the 

end of2003, Domino's had more than 280 Australian 

stores- well on its way to achieving its long-term 

goal of having 500 stores by 2008. The company 

had also launched its first stores in Victoria, 

previously the only Australian state without a 

Domino's presence. 

Following strong domestic growth, Domino's 

Pizza Australia moved into its first international 

market in 2003. In July, Domino's opened in New 

Zealand and by the end of 2003 had more than I 0 

stores operating in the country. The first New 

Zealand store in Johnsonville, Wellington, sold 

5, 134 pizzas in its first week - believed to be the 

fowth highest number of pizzas ever sold in the 

opening week of any of Domino's stores worldwide. 

At its busiest times the store was making up to four 

pizzas a minute. 

PROMOTION 

Domino's Pizza Australia is one of the most 

recognised brands in Australia. Its catchy tagline 

"I've got the hots for what's in the box with the 

dots" is also frrmly etched in the minds of Australian 

pizza-lovers thanks to a series of television 

advertisements. 

Other pizza companies operating in Australia 

have used their advertising to criticise their 

competition. But capturing the fun and youthorientated 

nature of the company, Domino's 

advertisements focus simply on the company 's 

expe1tise in making and delivering the freshest and 

best-tasting pizza on the market. 

Domino's also has regular adve1tisements aimed 

at informing Australians about its latest products, 

such as the Classic Crust and new menu items. 

Another way Domino's Pizza Australia has 

helped promote its fun approach to life is by 

launching a range of research measuring the social 

pulse of Australia. In 2003 Domino' s customers 

predicted the 2003 Gold Logie winner, Rove 

McManus, and the Big Brother Series 3 

winner, Reggie. 

BRAND VALUES 

Twenty-five years ago, Domino's Pizza 

Australia began delivering fresh, hot and 

great-tasting pizza. While times may have 

changed, this core mission has remained 

the same. More than ever, Domino's 

remains the pizza making and delivery expert. 

Willie Domino's offers customers pizza 

accompaniments like soft drinks and garlic 

bread, its focus remains finnJy on pe1fecting 

the perfect pizza. 

Domino's Pizza Australia is also 

committed to creating a fun team culture 

and helping youth develop a career with 

Domino's. This has been achieved tlu·ough 

Pizza College and a range of other initiatives which 

help young team members to become store 

managers, store owners and more. 

Through its products, innovations and staff 

incentives, Domino's PizzaAust:ralia is etched firmly 

in Australian minds as a company that is committed 

to delivering the best-quality pizzas and playing a 

pivotal role in the development of the local pizza 

industry. 


DOMINO'S PIUA AUSTRALIA 

0 Each year Domino's uses more than 

3,720 tonnes of pizza sauce and 5,600 

tonnes of cheese to cook about 40 

million pizzas. 

0 The NRL State of Origin, September 

school holidays, Easter and the 

Christmas-New Year period are the 

busiest times of the year for Domino's 

pizza delive1ies. 

0 Any Domino's team member who 

nominates a new pizza topping 

combination that makes it onto the 

menu earns a$ 1,000 bonus. 

0 CtllTentDomino's Pizza Australia CEO 

Don Meij began working as a 

Domino's pizza delivery d1iverin 1987 

while st11dying to be a high school 

teacher. Fifteen years later, after being 

a store manager and franchisee, Don 

became the CEO of tl1e company. 

0 Domino's drivers make more than 

92,000 pizza deliveries each week. 

0 Residents of the regional New South 

Wales city of P01t Macquarie lay clain1 

to eating the most Domino's pizzas in 

one day. On December 6, 2003, 

Domino's Port Macquarie sold 4,890 

pizzas - more pizzas than the average 

Domino's store sells in one week ! 

0 Adelaide is home to Australia's fastest 

pizza makers. A team of four Adelaide 

Domino's team members won the 2002 

National Pizza Make Off after making 

six pe1fect pizzas in just 77.58 seconds. 

0 Domino's bi-annual World Wide Rally, 

held in Las Vegas, attracts over 5,000 

pizza franchisees and managers from 

around the world. 

39

Dulux® 

;· 

'-·· . . -· ·.. ·. ·- . 

THE MARKET 

Painting and home decorating have become 

increasingly popular in Australia. Global 

unce1tainty has channeled people's energy into 

areas where they feel relaxed and comfmtable, 

with a greater sense of control: areas such as 

the family home. Boosted by the phenomenal 

success of DIY television shows, people are 

using colour and effect to express who they 

are and to transform their homes. 

Since 2001 , boosted by the introduction of 

the GST, strong residential construction 

combined with the emergence of a strong DIY 

sector has resulted in above average growth in 

both Retail and Trade markets. The continued 

increase in DIY consumer confidence and a 

strong local economy will keep demand 

growing. 

The paint season tends to be between 

September and Easter to coincide with warmer 

weather and holidays. Weather conditions have 

a significant impact on the paint market, 

pmticularly the demand for exterior paints. The 

paint market is also affected by trends in 

housing construction and renovation, as well 

as consumer confidence in the economy. 

ACHIEVEMENTS 

When Australians think paint, they think Dulux. 

The Dulux name is recognised by more than 80 per 

cent of Australians. Dulux has em·ned its reputation 

through its commitment to research and 

development and its emphasis on high quality 

products. Dulux employs more than 70 scientists 

and specialists who work on developing the next 

generation in Slllface coatings. 

Recent exciting developments in paints include 

Dulux Mouldshield®, a revolutionary polymer latex 

that was able to provide superior performance with 

high levels of mould-inhibiting zinc oxide, and Dulux 

Aquanamel, a water-based enamel paint that uses 

new polymer technology developed by the Dulux 

R&D team. This technology enabled a significant 

reduction in the usage of volatile organic 

compounds. 

HISTORY 

Dulux is an entirely Australian-owned and 

manufactured brand. In July 1997, ICI Australia 

Limited became an independent company when its 

British parent divested itself of its majority 

shareholding interest in its Australian operations. 

To recognise the new independence the company 

name, ICI Australia Ltd, was changed to Orica Ltd 

in February 1998. 

Orica is the largest chemical company in the 

region, employing I 0,000 people around the world. 

Orica manufactures and markets industrial and 

specialty chemicals, agricultural chemicals and 

fe1tilisers, explosives and mining chemicals, plastics 

and paints. Through its Consumer Products 

Division, based in Australia, Orica manufactures a 

comprehensive range of paints and is Australia ' s 

Jm·gest manufacturer and supplier of surface 

coatings. With manufacturing sites and a worldclass 

paint technology centre in Am;tral ia (plus 

sites in New Zealand, Fiji and Papua New 

Guinea), Dulux is recognised as the cornerstone 

of Orica's paint business and the number one 

brand in the industry. 

THE PRODUCT 

Over the past 40 yem·s, Dulu x has made some 

of the most significant contributions to the paint 

industry. For example, in the 1960s Dulux 

launched the first water-based paints. This new 

type of paint was much easier to apply than 

solvent paint and is, in pm·t, credited with the 

continuing strength of the Do-It-Yourself paint 

mm·ket in Australia. 

In the 1970s, Dulux improved its water-based 

paints to meet consumer demand for durability 

and stain resistance. This led to the introduction 

of WeathershieJd® X I 0 with its I 0-year 

guarantee and Wash & Wear I 0 I® with its 

patented stain-resistant properties. 

Wash & Wem I 0 I is regarded as one of the 

most successful product launches in Australia. 

In-depth understanding ofthe mm·ket, a strong 

communication package and an outstanding, 

differentiated proposition that addressed a key 

consumer need resulted in substantially 

increased market share. Wash & Wem I 0 I also set 

the standard for all other interior topcoat paints. 

Dulux is renowned for its outstanding customer 

service. This has been recogni sed within the 

industry and by customers. In 2003, the Paint 

Specialist Association of Australia awarded Dulux 

with the 2003 Best Customer Service Depm·tment. 

In the same year, Du lu x was recognised by one of 

the leading hmdwme chains in Australia, being 

40

named Mitre lONational Supplier of the Year. 

Dulux offers a comprehensive range of high 

quality prepcoats, interior topcoats, exterior 

topcoats and specialty paint products at the 

premium end of the market. 


Dulux has consistently offered the widest range of 

colours suitable for both interior and exterior 

applications. Easy to use colour tools and the 

outstanding Dulux Customer Service help line have 

given the consumer confidence when using Dulux 

products. 

Choosing the right colour and deciding on a 

suitable colour scheme can be one of the most 

difficult parts of the painting 

process. Dulux has a number 

of excellent tools available 

for customers to make 

this choice easier. 

The Dulux Colour 

Consultancy is a service 

avai lable for clients 

wishing to have 

professional Colour 

Consultant come into their 

home and develop a unique 

colour scheme for their 

house. 

The recent upgrade of 

the Dulux Mycolour system 

enables users to input their 

own digital image and 

develop new colour 

schemes with confidence. This 

system is available on CD ROM and 

through an Internet site, www.dulux.com.au . 

The use of bold colour, texture and effect 

continues to grow in Australia. The ongoing 

strength of Dulux Suede and more recently Dulux 

Metallic, Glimmer, Pem·Justre and Sands wept Effects 

is evidence of increased consumer confidence and 

a sense of fun when it comes to decoration. 

There is also a strong trend towm·ds creating 

li ving spaces outdoors. Outdoor colour finishes 

such as Dulux Weathershield Garden Shades and 

Tuscan Effects are being used on traditional 

outdoor smfaces but also increasingly on feature 

walls, gmden furniture and pots. 

Helping the environment and its customers, 

Dulux have launched a water-based enamel, Dulux 

Aquanamel. New polymer technology developed 

by Dulux Australia R&D delivers unique application 

and flow out properties that provide the gloss and 

flow of an enamel with water wash-out, and non 

yellowing properties much liked in water-based 

products. Growth of this low YOC product will 

supp01t safer working conditions for users and see 

a net decrease in the amount of greenhouse gas 

emissions from paint. 

The difficulty associated with painting ceilings 

has recently been addressed by Dulux "Never 

Miss" One Coat Ceiling White. This innovative 

paint applies pink and dries white enabling users 

to see where they have been as they are painting 

so they don't notice (after they've finished) that 

they missed a spot. 

For customers looking for a luxurious finish to 

their home, Dulux recently launched a new premium 

paint, Designer Silk'flvl . Designer SilkTM offers 

customers a smooth luxurious low sheen finish. 

From the most delicate of whites to the boldest of 

colours, the Dulux Designer SiLkHvl range has been 

designed to reflect a customer's sense of style and 

taste. 

PROMOTION 

As mmket leader, Dulux always aims to dominate 

shm·e-of-voice in the paint category. The consistent 

use of television adverti sing has contributed to 

Dul ux' s sustained share-of-mind. 

The recent Pe1fect Reel & Pe1fect Blue campaigns 

and the Dulux Nevermiss advertisements 

reinforced brand dominance in the mm·ket place. 

The strong DIY trend is also reflected in the 

immense popularity of home 

decorating television 

programs (and their spin-off 

magazines and web sites). 

Backyard Blitz, Hot 

Property and Ground 

Force have rated among 

the Top 10 regular 

programs offered on 

commercial television stations 

in2003. 

The Channel 9 series, 

"The Block" which is a reality 

TV show about four couples 

who were each given the task 

of renovating an apartment in 

a block of flats, was the 

highest rating show in 

Australia in 2003. 

In addition, Dulux spends 

millions of dollars every year providing 

colour chips and colour cards to consumers via 

hm·dware stores and paint specialists. More than 

two-thirds of paint buyers use colour cm·ds or chips 

to make their selection. About one-third of DIY 

painters use sample pots. Dulux was the first brand 

to introduce and promote sample pots on a national 

basis. 

BRAND VALUES 

Brand tracking consistently confirms that Dulux is 

regarded by Australian DIY painters as the most 

innovative paint company offering a quality range 

of paints, including the most washable and 

scrubbable interior paint. Consumers also regm·d 

Dulux as the leading brand of paint. The brand has 

strong family values and is a respected and trusted 

brand. 

In October of 2003, a brand new television 

campaign designed to build a strong association 

for the Dulux brand with colour was launched 

nationally. The new Dulux Colour Perfection 

campaign is based on the idea of what inspires us 

to have a favourite colour. The campaign consisted 

of two advertisements. Both are a celebration of 

colour and the role it plays in our lives. The public's 

NeverMiss· ceiling paint. 

G oes on pink, dries white. 

response to these advertisements was extremely 

positive with brand awareness jumping to just over 

85 percent. 

The recent Dulux Never Miss and Dulux Suede 

Effects television adverti sements m·e a fun but very 

effective way of promoting product with the muchloved 

'Dulux Dog' taking centre stage. The 'Dulux 

Dog' is an Old Engli sh sheepdog, and has been 

associated with the brand since the 1960s. 


DULUX 

0 The well-knownDulux tagline, Worth 

doing, Wmth Dulux 0 was first 

introduced in the 1970s. 

0 The Old English sheepdog is so solidly 

entrenched as a branding device that 

many people refer to the breed as 

"Dulux clogs". All but one of the dogs 

featured in the advertising campaigns 

have been breed champions and five 

have won a 'Best of Show' prize. 

0 There me some 1200 jelly bem1s in a 4- 

litre can of Dulux Jelly Beans (one of 

Dulux's very successful promotions). 

0 In-store colour tinting was introduced 

in the 1950s. 

41

ALKALINE BATTERIES 

THE MARKET 

Duracell, a division of The Gillette Company, is 

the world's leading manufacturer and marketer 

of high-petformance alkaline batteries. When 

consumers around the world buy Duracell 

batteries, they are buying more than high-quality 

portable power. They are buying freedom because, 

increasingly, batteries power a mobile lifestyle in 

which consumers use and enjoy an ever-growing 

number of devices that formerly required 'plug-in' 

power. 

Batteries are the power source for millions of 

consumer, business, 

medical, military and 

industrial devices worldwide. 

Demand is huge 

and growing. More 

than 20 billion 

batteries are consumed 

annually across 

the world. In Australia 

the annual consumption 

is estimated to be over 200 

million cells, with alkaline 

batteties accounting for over 

60 per cent of this. 

The average household has 

more than twenty battery-operated 

appliances including remote controls, 

alarm clocks, radios, smoke alarms, cameras 

and CD players. However, one third of all devices 

lie idle for want of a battery, even though batteries 

are one of the most widely distributed products. 

Batteries are available in a vast array of retail outlets 

from grocery stores to petrol stations and 

newsagents to electrical outlets. 

there technology moved fast, simultaneously 

reducing the cell size and increasing its capacity. 

The story of Duracell began in the early 1920s 

with an inventive scientist named Samuel Ruben 

and an eager manufacturer of tungsten filament 

wit·e named Philip Rogers Mallory. Ruben and 

Mallory united inventive genius with 

manufacturing muscle to create Duracell 

International, revolutionising battery technology. 

In the 1950s, Samuel Ruben went on to improve 

the alkaline manganese battery, making it more 

compact, durable, and longer-lasting than anything 

before it. At about the same time, 

Eastman Kodak introduced 

cameras with a built-in flash 

unit that required more 

power than zinc carbon 

cells could provide. The 

cameras needed alkaline 

manganese cells but in a 

new size, the AAA. This 

put alkaline cells on the 

map and the Duracell brand 

was introduced in 1964. It was 

not long before the consumer 

market for Duracell batteries 

rocketed. 

THE PRODUCT 

When Duracell arrived in Australia, it increased 

competition in the local battery market. Consumers 

began switching to Duracell to satisfy the 

requirements of the more complex devices which 

required alkaline batteries' genuine longer-lasting 

qualities versus zinc. The personal stereo alone 

HISTORY 

The twenty-first century marked the 200th bitthday 

of the battery, which was invented in 1800 by 

Alessandro Volta who described it as a 

'constmction of an apparatus ... of unfailing charge, 

of perpetual power. .. ' 

Early batteries were hardly the neat cylinders 

we know today. The 'Voltaic Pile' battery, based on 

Volta' s design, constructed in 1813 by Sir Humphrey 

Davy in the cellars of the Royal Institute in London, 

covered 889 square feet. 

The first portable batteries were seen at the turn 

of the last century where they were used in 

conjunction with flashlights, so called because the 

battery power could only sustain an intermittent 

light. By World War I, batteries were being used 

extensively in communication equipment and from 

ALKALINE BATTERIES 

CUARAilEfO 

AlfSH 

TlfiOUGH 

2010 

42

saw the demand for AA alkaline batteries escalate 

beyond anyone's wildest marketing plans. The 

constant evolution of today's devices such as 

digital cameras and MP3 players towards ever 

smaller and more power-hungry units has 

continued to drive growth. 

Duracell does not just manufacture alkaline 

batteries. The brand was at the forefront of lithium 

technology used primarily for photographic 

applications, which allowed the surges of instant 

power required to operate several features 

simultaneously. Today, well over half of all new 

battery-operated cameras use lithium power. 

Duracell also offers a range of zinc-air hearing aid 

batteries, NiMH rechargeable batteries and 

rechargers, zinc-oxide watch and calculator 

batteries, and a range of indoor and outdoor 

torches. 


In 2000 Duracell launched the Ultra range in 

Australia. The Ultra range is designed specifically 

for power-hungry, high-drain devices offering 'more 

energy, more efficiency and more power' versus 

regular Duracell batteties in these devices. 

In 2003 Duracell introduced its colour coding 

system to help educate consumers to use colour in 

the correct selection of battery sizes. This 

involved a fully coordinated approach 

involving packaging, point-of-sale matetial, 

promotions and advertising. 

PROMOTION 

Duracell has consistently promoted itself 

as a long-lasting battery brand. The line 

"No ordinary battery looks like it or lasts 

like it" was used in a long mnning statement 

in which consumers had great confidence. 

Now Duracell simply states "Duracell. 

Quality that Lasts.". However, the overall 

message remains constant and it is this 

single-minded proposition used across all 

advertising, which despite the varied 

treatments of its campaigns has remained 

unchanged. Research by Millward Brown 

has shown that 79 per cent of people consider 

Duracell to be the longest-lasting battery and 70 

per cent said it is "in 

a class of its own". 

In Australia the 

Duracell brand is 

synonymous with the ever-energetic 

Bunny. The Duracell icon has been constantly 

reinventing itself since its first appearance as the 

longest-lasting Drumming Bunny in the 1980s. It 

has continued to outlast 'ordinary carbon zinc 

batteries' at soccer, kayaking, mountai n climbing 

and, most recently, running. 

Duracell Australia has strong links to community 

initiatives, most notably the annual Fire Services 

campaign to ensure household smoke alarms are in 

working order. The Australian Fire 

Services recommend the use of an 

alkaline 9V battery in the most 

important of household devices, 

the smoke alarm, leading to the 

partnership with Duracell, which 

involves advertising, public 

relations, promotion and product 

donations. In 2004 this relationship 

has been fmther strengthened, with 

Duracell commissioning a 

campaign TV commercial, 

using a hard-hitting 

message to fmther raise 

consumer awareness of 

this impmtant message. 

BRAND VALUES 

Duracell is a pioneer of new battery technology 

and has many groundbreaking technology 

launches to its name. The brand strives to ensme 

that consumers associate it with providing reliable, 

longer-lasting batteries. 

The purpose of all Duracell 's efforts is to 

understand the fast-moving technology driving its 

business and to apply that knowledge in the 

company's pmsuit of excellence. That has always 

been Duracell's greatest strength and it is the key 

to its remaining the leader in the global marketplace 

for packaged power. 


DURACELL 

0 

0 

0 

The smallest Duracell battery is the 317 

Watch battery weighing in at 0.19 

grams and measmingjust 5.5mm by 

1.6mm. 

Despite all the hundreds of different 

battery sizes available, just five sizes 

account for over 95 per cent of all 

batteties consumed - AA, AAA, C, D 

and 9V. 

In 2003 the Duracell Bunny celebrated 

its 30th Birthday. 

43

8J Electrolux 

THE MARKET 

No market more accurately reflects our changing 

needs than that for domestic appliances. Refrigerators, 

vacuum cleaners and lawnmowers evolve 

quickly to till the demands of discerning and critical 

homemakers. 

The whitegoods market alone is valued at more 

than $2.5 billion per year in Australia and continues 

to grow in tandem with Australians' love affair with 

residential property investment, and particularly the 

family home which is exempt from capital gains tax. 

This in turn has promoted increased entertaining 

in the home and open plan living- trends which 

affect appliance design. While the building sector 

appears set for a period of consolidation in 2004/ 

05, property investment, including the additions 

and renovations sector, continues to surge and 

underpin the domestic appliance market. 

ACHIEVEMENTS 

The Electro lux Group is the world's largest producer 

of powered appliances for kitchen, cleaning and 

outdoor use, such as refrigerators, washing 

machines, cookers, vacuum cleaners, chainsaws, 

lawnmowers and garden tractors. Estimated full year 

Group sales in 2003 were A$22.3 billion and the 

total workforce numbers 82,000. Each year, 

customers in more than !50 countries buy 55 mi ll ion 

Electrolux Group products for both domestic and 

professional use. The Swedish-based Electrolux 

Group includes such world-famous brands as 

Electrolux, AEG, Zanussi, 

Frigidaire, Eureka and 

Husqvarna. 

Electrolux Home Products 

(EHP) is Australia's biggest 

manufacturer and distributor of 

whitegoods with ann ual sales 

in the region of A$1 billion. The 

combined EHP brands - 

Electrolux Gallery, Electrolux 

Chef, Electrolux Dishlex, 

Electrolux Kelvinator, 

Westinghouse, Simpson and 

Hoover-dominate kitchen and 

laundry sales in Australasia 

and market share is among the 

highest in Electrolux global 

operations. 

HISTORY 

The Electrolux story began in 1912 with the 

manufacture of its first vacuum cleaner, the 'Lux 1 ', 

at Lilla Essingen, in Stockholm- though the name 

Electro lux wasn't coined until seven years later, in 

1919, when company president Axel Wenner-Gren 

laid firm foundations for the company's future and 

introduced sales staff to the concept of door-todoor 

sell ing. 

By 1928, the company had five manufacturing 

plants, 20 subsidiaries, and 350 offices worldwide. 

About one rnillion vacuum cleaners were produced 

during the year. 

Diversification followed. During the 1940s and 

1950s the Electrolux product range expanded to 

include the ' Assistent' foodmixer, its first washing 

machine (1951) and first compressor-driven 

refrigerator ( 1956). By the advent of the Swinging 

Sixties, Electrolux offered a comprehensive range 

of domestic appliances, including cookers, freezers 

and a new line of washing machines. 

The age of acquisition began in 1967, with the 

appointment of Han s Werthen as 

president. During the following decade, 

the company became the world's largest 

manufacturer of floor care products by 

acquiring National Union Electric/Eureka 

in the United States of America. 

Fellow Swedish company Husqvarna 

joined the Electrolux portfolio in 1978, 

strengthening its position on the home 

market and laying the foundation for the 

group to emerge as world leader in 

chainsaws. 

During the 1980s, Electrolux added 

several prestige names to its portfoli o. A 

majority shareholding in Italian white 

goods manufacturer Zanussi came in 

1986, while the acquisition of American 

White Consolidated Industries the same 

year added such names as Frigidaire, 

Kelvinator and White-Westinghouse. 

Another household name, AEG, came in 1994. 

One of Europe's leading appliance makers, AEG 

employed some 9000 people in 16 countries. 

44

Electrolux began Australian operations in 1925 

and, in New Zealand the following year. 

Manufacturing in Australia began in 1934, in a small 

factory in West Melbourne. The company moved 

to South Yarra two 

years later and 

remained at that site 

for almost half a 

century. 

The Electrolux 

Group's 2001 

acquisition of Email 

Major Appliances 

operations included 

such favoured and 

trusted names as 

Westinghouse, 

Kelvinator and 

Simpson, Hoove1~ 

Chef and Dishlex, 

further strengthening 

the company's 

position as the world's favourite supplier of 

powered domestic and garden appliances. 

In 2004, Electrolux employs 4,400 people in 

Australasia. 

THE PRODUCT 

Across about 20 product lines- ranging from lawnmowers 

to refrigerators- Electro lux is the world's 

largest appliance manufacturer and one of the 

world's largest industrial companies. The company 

ranks among the I 00 largest corporate employers 

in the world. 

In Australia, the range of products is among the 

broadest in the market. In whitegoods alone, 

Electrolux offers all major kitchen and laundry 

appuances; from Electrolux Kelvinator reti"igerators 

and freezers to Electrolux Dishlex dishwashers, 

Simpson and Hoover washing machines, Electro lux 

Cheland Westinghouse cookers and cooktops and 

Westinghouse fridges. The Electrolux whitegoods 

division in Australia, EHP, also impotts from Europe 

the Electrolux Gallery range of kitchen appliances 

and Electrolux range of laundry 

products. - - ·- 

The Electrolux Floorcare and 

Outdoor Products division also 

has an extensive range under 

s uch brands as Electrolux, 

Volta, Flymo, Poulan, 

McCulloch and Weedeater. 

Another fully owned 

division of Electrolux in 

Australia is Electrolux Laundry 

Systems, which specialises in 

the mm·keting, distribution and 

after-sales support of industrial 

laundry and dry-cleaning 

equipment. 

Electrolux Australia's 

Commercial Cleaning Equipment 

Division produces and mm·kets 

the Euroclean range of 

products, wh ich includes 

industrial vacuum cleaners, wet 

cleaners, scrubbing 

and poli shing 

machines, and carpet 

washers. 

Electro l ux 

Professional Food 

Service appliances are 

used extensively in 

leading hotel a nd 

restaurant kitchens 

across the world, including 

the well-known 

Tetsuya's restaurant in 

Sydney. 

RECENT 

DEVELOPMENTS 

Electrolux is now focused on rationalising its stable 

of brands and establishing Electro lux as its premier 

brand in domestic appliances around the world. In 

line with this is, consumer insights gained from 

extensive research in key international markets will 

drive Electrolux product design and development. 

At the same time, Electrolux will retain its 

traditional position at the forefront of incorporating 

true innovation and high technology into household 

appliances as reflected by the 2003 release in 

Australia of the Trilobite "robotic" vacuum cleaner. 

PROMOTION 

Elect:rolux marketing and advertising campaigns 

build true brand strength and drive mass market/ 

trade awareness of brand positioning. Integrated 

campaigns utilise media with pmticular relevance 

to product category and the ability to reach specific 

target markets. 

Marketing and 

promotional 

campaigns are ">' • . 

~-::~) . . -. . · . 

developed to support 

the achieve 

. . ."'.:r· . 

..t;..;·~...-. _.~ 6 

ment of mm·ket shm·e 

and margin 

objectives while 

building brand awareness 

and loyalty of trade 

customers and consumers in 

the longer term. 

Television and print 

campaigns, high profile poster 

sites, Internet and public 

relations are all part of the 

ongoing brand media strategies 

along with consumer 

promotions to help drive 

product sales. News media 

events, PR initiatives and 

niche market sponsorships 

complement more traditional 

mass market communication 

- brochures, point-of-sale and 

advertising - to promote the 

- 

brand message tlu·ough retail 

distribution channels. 

8) The Electrolux Group. The world's No.1 choice. 

KITCHEN, CLEANING AND OUTDOOR APPLIANCES 

BRAND VALUES 

The Electrolux brand name gives consumers 

confidence in the group's products and services in 

a complex, crowded world. 

"Electrolux wil l be a leader in world-class 

products that make everyday I ife more comfmtable, 

easier and safer," says the Electrolux Mission 

Statement. 


ELECTROLUX 

0 The EW 1620N front-load washer has a 

unique inclined drum, making it easier 

to load and unload than conventional 

ti·ont loaders. Spin speeds up to 

l600rpm provide maximum water 

extraction and minimise drying times. 

0 The 'Automower' is a self-driven 

lawnmower that cuts grass 

automatically. When the battery runs 

low, the Automower navigates itself 

back to the chm·ging station and 

returns to the lawn full of life. There is 

also a solm·-powered version of the 

Automower that automatically 

rechm·ges itself while in the sun. 

0 The Turin Opera House chose 'Aqua 

Clean' from Electro lux Laundry 

Systems, not only because it uses 

biodegradable detergent, but also 

because it removes unpleasmlt odours 

from clothing - something ordinm·y 

dry-cleaning doesn't do. 

0 The Electrolux 'Wascator WE66MP' 

has reduced laundry costs by 60 per 

cent during the past lO yem·s. 

0 The 'Santo Super 1872' holds the 

record for the least energy-consuming 

refrigerator, using only as much as a 

I OW light bulb. 

0 Using a new Electrolux washing 

machine compm·ed to a 10-yem·-old 

model can save I 00 bathfuls of water 

peryem·. 

0 Exhaust air that passes through the 

filterofthenew 'Oxygen' vacuum 

cleaner is I 00 times cleaner than the air 

in Antm·ctica. 

0 The Trilobite vacuum cleaner from 

Electrolux is listed in the Guinness 

Book of Records as the world's most 

advanced domestic robot. 

45

THE MARKET 

Australians are unplugged. They play, 

communicate, calculate and plan all with the help 

of portable power. Energizer® batteries 

power the lifestyle of th.is on-thego 

society. In fact, the average 

Australian household owns more 

than ten battery-operated 

devices, and that number 

continues to climb. In a 

technological game ofleapfrog, 

devices evolve as battery 

power improves to make way 

for the next generation of 

gadgets and gizmos. 

More devices with 

added bells and wh.istles 

are certainly one trend 

that drives the category. 

Smaller devices are 

another. For example, 

music machines once the 

size of a small suitcase 

now fit in the palm of the 

hand. This trend toward 

miniaturisation has made AA 

and AAA size batteries the 

workhorses of the category, 

making up more than half of 

the battery market. 

In short, there is an ever 

increasing demand for reliable 

batteries that can keep pace 

with today's mobile lifestyles. 

Energizer continues to be 

the leading premium alkaline 

power source that "never 

says die". 

ACHIEVEMENTS 

Energizer invented alkaline 

batteries in the late 1950s 

and has continued to 

enhance them over the 

years. Since 1960, the se1vice 

life of an Energizer battery has 

improved dramatically. Anticipating 

the trend toward h.igh-tech devices, Energizer led 

the industry in designing batteries to meet the 

power requirements of these sophisticated devices. 

The company continues to innovate in all 

segments of the battery category. Energizer was 

the first company to design and introduce a super 

premium battery, the Energizer® eZfM; Energizer 

was the fust to harness the power of lithium in a 

AA cell size; and the first to revolutionise the 

rechargeable category when it introduced highpowered 

nickel metal hydride (NiMH) 

cells. 

Energizer is the world's largest 

manufacturer of batteries and 

portable lighting products. 

Energizer products are 

distributed in more than 160 

countries and the company 

manufactures nearly one out of 

three batteries sold in the world. 

the Eveready 

Battery Company - and 

pmtable power - were planted. 

Hubert acquired the patent 

for the first Eveready® "electric 

hand torch" in 1898. His first 

flashlights were handmade, 

consisting of a dry cell battery, 

a bulb, and a rough brass 

reflector inside a paper tube. By 

1900, his flashlights were being 

HISTORY 

More than a century ago in the 

1890s, Joshua Lionel Cohen 

began selling his latest 

invention. This was a tiny 

battery-and-bulb device 

used to illuminate flowers 

in a pot, and Conrad 

Hubert, who operated a 

New York City restaurant, 

was so impressed that he 

quit his job to sell the devices 

for Cohen. When the power 

failed in a restaurant where 

Hubert had just installed 

the flowerpots, he had an 

inspiration-put the 

"flowerpot lights" in 

people's 

hands. 

And the 

seeds for 

sold in London, Montreal, Paris, Berlin- and Sydney. 

Hubert's company became American Ever 

Ready in 1905 to emphasise the dependability of 

its flashlight products and merged in 1914 with 

National Carbon Company. The newly formed 

company, which was the only manufacturer 

specialising in both battery and lighting products, 

merged with Union Carbide Company three years 

later, and, as it expanded, the company's 

"Eveready" brand name became synonymous with 

power and reliability. 

Over the course of several decades, the company 

continued to grow, focusing upon its strong 

reputation as the dependable battery that a 

consumer could trust. 

The batteries were certainly reliable, but one 

young, persistent scientist knew they could be 

better, and his work launched a new era for the 

company. Assigned to an existing Eveready 

division in 1957, Lew Urry soon began to focus on 

an entirely new chemical system-a system known 

today as alkaline. 

Urry made a mock-up of an alkaline battery from 

an empty flashlight shaft, inserted it into a toy car 

and tested it on the cafeteria floor - and the rest is 

history! Today alkaline batteries are the top-selling 

standard battery in Australia. 

The history of the Ever Ready business goes 

back over 100 years in Australia as well. The 

manufacture of batteries in Australia commenced 

in 1901 in a small factory in Rowe Street, in the 

centre of Sydney. A few moves followed until the 

factory was finally set up in Rosebery, 

Sydney, in the mid 1950s. In 1999, the 

company offices moved to Sydney Olympic 

Park and the company name was changed 

to Energizer. 

THE PRODUCT 

Energizer offers a unique, complete 

pottfolio of products designed to meet the 

distinct needs and expectations of different 

consumer groups. The flagship brand, 

46

EVEREADX 

(f{f)1JJJ})~ 

ALKAliNE ALCALINE ALCALINA 

Energizer, offers premium, 

long lasting battery 

pelformance fuelled 

by a continuous 

commitment to 

product 

improvement. 

At the top 

end, Energizer e 2 

established the 

super- premium 

category. Advanced 

titanium technology and cell 

construction resulted in a super longlasting 

battery specifically developed for 

high-drain devices, while the introduction 

of the Energizer e 2 lithium 

represented another fust for the company 

with the introduction of the world's only 

lithium AA battery, and the world's 

longest-lasting AA battery in digital 

cameras. 

However, not every electronic device 

is h.igh-drain, and not every consumer 

needs the power of a lithium battery. To 

cater for these consumers the company 

produces value for money zinc-carbon 

and alkaline batteries under the Eveready 

brand. Eveready' s Super Heavy Duty 

and Heavy Duty zinc-carbon batteries 

and the recently launched Eveready Gold 

alkaline battery provide excellent value 

for money without compromising the 

company's commitment to quality. 

In addition to primary batteries, 

Energizer manufactures miniature 

batteries for hearing aids, watches, car 

and door remote controls, and other 

devices. In the rechargeable battery 

segment, Energizer provides nickel metal 

hydride batteries that are very suitable 

for high-drain devices, as they can be 

charged up to 1,000 times, which makes 

them exceptional value over time. 

Energizer is also still the market leader 

in Australia in flashlights, with the 

Eveready Dolph.in being the number one 

selling light in Australia. 


Energizer continues to pioneer concepts that set 

new standards for innovation. To ensure that its 

products provide the peiformance required for 

today's advanced hi-tech devices, Energizer 

introduces new products and consistently 

enhances the existing range. 

PROMOTION 

In 1986 Energizer took on board a well known 

'larrikin' footballer Mark Jackson, and for the next 

ten years he told Australians on television the 

benefits of Energizer batteries. In the mid 1990s 

Mr Energizer, the current animated battery character 

was launched. 

Mr Energizer is synonymous with the slogan 

"Never say die", which embodies the attitude of 

the brand. TV advertisements depict Mr Energizer's 

stamina in a number of situations - on the tennis 

comt with Michael Chang and later 

with Patrick Rafter, battling a 

sumo wrestler, refusing to 

give up the secret of 

long life to aliens, 

bench pressing in 

a gymnasium, all 

to the theme of 

"Don't you ever 

give up?" "Nup". Mr 

Energizer's latest 

escapade is set at a 

wedding where he comes 

to save the day for the 

wedding photographer, 

~ 

~ 

NEVER 

SAY 

DlEwhose 

batteries run out at the critical moment. Th.is 

advertisement exemplifies both Mr Energizer' s 

dynamic personality and the brand's dependability 

when you need it most. 

Eveready brand batteries, both Gold Alkaline, 

and the Heavy Duty and Super Heavy Duty zinc 

carbon, stand for quality at an affordable price ... 

thus the slogan "The Smart Choice". 

Dolphin is another well known brand from 

Energizer. This battery-operated lantern was 

designed in Australia nearly forty years ago. The 

lantern has had five updates over this time, but has 

always stood for a strong dependable batteryoperated 

lantern, and has always been true to its 

slogan "It Takes a Lot of Beating". 

BRAND VALUES 

Energizer has a unique place in the Australian 

market, as the only battery manufacturer which can 

supply the complete battery solution, no matter 

what the need. Its goal is to match consumer wants 

and needs with the most meaningful, reliable, longlasting 

product offerings. As a result, Energizer 

offers the broadest product line-up in the industry. 

Energizer e 2 , Energizer, Eveready, Eveready Gold ;md Eveready Dolphin arc 

registered trademarks of Energizer Australia Pty Ltd. 

0 

0 

0 

0 

0 


ENERGIZER 

Energizer manufactures nearly one out 

of every three batteries sold in the 

world. 

More than 25 chemical reactions take 

place with.in an Energizer battery in the 

fraction of a second it takes to turn on 

a device and have it strut working. 

The Eveready brand has been selling 

in Australia since 1901. 

Energizer produces the world's 

longest-lasting AA battery ... Lithium 

AA. 

1999 marked the 40' 11 anniversary of 

Energizer's invention of the alkaline 

battery. 

47

Energy A ustra /iaTM 

,}.~ ~~ ~-+;;A. • Who's got 

Jtt:*~~~=~f tw1ce the energy? 

THE MARKET 

Energy Australia is one of Australia's largest energy 

retailers, supplying energy to more than 1.4 million 

homes and businesses in New South Wales, the 

ACT, Victoria, Queensland and now South 


Prior to the strut of industry deregulation in 1996, 

a customer' s electricity supplier was determined 

purely by the location of their premises. Prices were 

fixed, service was basic and service provision was 

determined by geographical monopoly. 

The deregulation process in New South Wales 

and Victoria took several years and the timing wa~ 

determined by the customer' s level of energy 

consumption. 

For large commercial customers it began in 1996, 

for smaller commercial customers in 200 I, and for 

everyone else (including residential and small to 

medium enterprises) in January 2002- the strut of 

'full retail competition'. That meant that residential 

Gas and electricity from .,.4-~r/11 EnergyAustralia· 

and small business customers in New South Wales 

and Victoria were able to choose their electricity 

and gas supplier for the first time. 

Mru·ket deregulation resulted in a significant 

increase in competition, putting pressure on prices 

and margins. It marked the beginning of an entirely 

new era for the energy industry. 

ACHIEVEMENTS 

Since the start of full retail competition, the 

challenge for Energy Australia has been to protect 

its established customer base while winning new 

customers from its competitors. 

The results so far have been very positive. Retail 

profitability has delivered above-average results 

for Energy Australia, in a very challenging market. 

In February 2003 the company signed its 

l 00,000' 11 contestable energy contract. This was 

achieved just 12 months after the strut of full retail 

competition, with most customers signing three yeru· 

contracts for 'dual fuel ' (electricity and gas). 

This milestone was the result of a targeted sales 

and marketing campaign which helped strengthen 

an already well-known and trusted brand. 

The company developed a sales model which 

set new industry benchmru·ks, as well as attracting 

the interest of other utilities and government 

agencies. 

The campaign was a success, something 

attributed to the transparent, non-aggressive and 

user-friendly approach the company had taken, 

ensuring that customers had the right information 

to make informed decisions about whom they 

wanted to be their energy provider. 

This approach helped EnergyAustralia to 

consolidate its market position as 'energy experts'. 

From 1996 to 2003 the company recorded sizeable 

gains in brand recognition, general awru·eness and 

brand preference. 

provision of electricity for the Sydney ru·ea was 

controlled by the respective councils. 

Energy Australia is now one of the largest energy 

services companies in Australia, providing broadbased 

energy solutions ranging from electricity and 

gas supply, to energy management and renewable 

energy alternatives. 

2004 mru·ks the Centenruy of Electricity -I 00 yeru-s 

since the Sydney Municipal Council first 

introduced electric streetlights in Sydney. On this 

important anniversru·y, Energy Australia is taking 

the time to reflect on where it has come from and 

where it is going. 

THE PRODUCT 

EnergyAustralia's product offering has evolved 

significantly over the past six years - responding 

to changing customer demands, a rapidly growing 

population and the need to be more environmentally 

aware. 

The company has moved from simply supplying 

electricity to become a multi-faceted energy services 

company with individual business units. These are 

responsible for providing and managing electricity 

infrastructure for the Sydney, Central Coast and 

Hunter regions ; purchas ing and supplying 

electricity and gas; purchasing and supplying 

energy ti·om "green" sources; electrical contracting 

and engineering; connecting customers; local 

repairs; and major capital works. 

As the population increases and demands on 

HISTORY 

EnergyAustralia was established in March 1996 

after an amalgamation including Sydney Electricity 

and Orion Energy (Newcastle). Prior to this, the 

48

the electricity network grow, so too has the need 

increased for consumers to use their energy more 

efficiently. This has led Energy Australia to 

introduce a range of new products which provide 

more of its customers with a realistic opportunity 

to make a difference. 

Reducing greenhouse gas emissions remains 

one of the company's biggest challenges. It is 

meeting this challenge in a number of ways. It is 

encouraging customers to choose low-emission or 

renewable energy sources (eg: solar, wind, hydro 

and landfill gases). It is also promoting energy 

efficiency by providing customers with the 

knowledge and tools they need to make informed 

decisions, including promoting better design for 

buildings and appliances. Finally, it is calling for 

expressions of interest from companies able to 

provide EnergyAustralia with renewable energy 

investment oppmtunities in the future. 


In 2003, EnergyAustralia opened its $60 million 

state-of-the-art City Central Zone Substation as 

prut of its multi-million dollar program to upgrade 

the electricity supply to the Sydney CBD. 

The new substation is the first major project to 

be completed as part of the upgrade program, which 

aims to increase network capacity and reliability 

and allow for future demand as Sydney grows. 

In late 2003, a key project in Energy Australia's 

multi-million dollar· upgrade for the NSW Central 

Coast electricity supply network began supplying 

power to homes and businesses in the region. The 

$10 million Gosford to Ourimbah high capacity 

powerline runs between major substations at 

Gosford, West Gosford and Ourimbah, bolstering 

supply to the Central Coast. 

The Central Coast is one of the fastest growing 

regions in Energy Australia's franchi se ru·ea, with 

demand increasing by mound 4.5 per cent a yem. 

The company will spend another $ 178 million on 

infrastructure on the Central Coast over the next 

five years. 

At the beginning of 2004, EnergyAustralia 

welcomed its largest intake of apprentices for more 

than 20 yeru·s as the company prepmed to invest 

around $2 billion on improving its network and 

meeting growth in demand for power. 

A total of 102 new recruits started their cru·eers 

with Energy Australia- more than twice the number 

of apprentices taken on in recent years. This 

reflected the company's comnlitment to developing 

the skills needed to maintain and improve one of 

the largest distribution networks in the electr·icity 

industry. 

Also in eru·ly 2004, Energy Australia begar1 selling 

electricity to householders in South Australia - a 

move that will increase competition in that State' s 

energy mru·ket. 

PROMOTION 

Before 1998 the Energy Australia brand lacked 

definition. It was simply 'the name on the bill'. 

Market research helped the company identify 

the key values it needed to convey to its customers 

-that Energy Australia is: useful, genuine, helpful, 

effective, flexible ru1d caring. To support this 

position the tagline 'Who' s Got The Energy?' was 

developed and the company logo updated. The 

' Who's Got The Energy?' crunpaign was launched 

with a series of press adve1tisements and outdoor 

billboards in Sydney and Newcastle in 1998. 

This was followed by the very populru· 'Tall Man/ 

Short Man' campaign which helped give the 

company a more 'humru1 ' persona. The tall man (an 

Energy Australia electrician) represented the 

company's core values (friendly, informed, caring 

and useful), while the short man represented a 

typical customer (trusting, but always seeking a 

little more fi·om his energy provider). The cru.npaign 

was extremely well received, resulting in an 

unprompted awmeness level of 86 per cent within 

its tr·aditional mar·ket. 

The success of the 'Tall Man/Short Man ' 

campaign paved the way for the next high-profile 

It's the e ~peritnc e we h:tWl gain ed from helping end ru ult ;, ;t eomplete energy $Olution. But it 

businen t'l1:ry day th;at ha$ ;allowed us to pn:wide 

doun'tju:;;t bend•! St::ulium Auslralia. The ski ll s 

effective energy aoh11ions fill' St adium Auitr~li~ . and e~11erience we liN= !

FR~~DOfvl 

THINK OUTSIDE THE SQUARE YOU LIVE IN 

Silver awards in the Australasian Catalogue 

Marketing Awards and a Bronze in the Australian 

Direct Marketing Effectiveness Awards. Expansion 

into New Zealand and the brand's local longevity 

and continued sales growth are further testament 

to the great brand that continues to connect with 

customers' hearts and minds. 

THE MARKET 

"Any damn fool can put on a deal, but it takes 

genius, faith and perseverance to create a brand." 

So said David Ogilvy on the occasion of The 

Adve1tising Research Foundation 50' 11 Anniversary 

in 1986. 

Freedom has built a successful brand and 

business in a market that is cluttered with constant 

promotional discounting. 

This is understandable considering the 

combination of large established retailers and 

numerous independent traders that compete for 

Australia's highly lucrative furniture market. 

Research conun.issioned by Freedom in 1998 

reported the following: 

"Consumers .find making choices difficult with 

few signposts as to brand character and quality. 

The reductionist style ofmostfurniture promotion, 

i. e. deals galore, buy-now-pay-later-interest}ree 

packages and hire purchase that make these 

relatively large purchases accessible to customers 

todayfail to add any real differentiating emotional 

value to brands". 

This constant focus on "deals" continuously 

pressures retailer margins and educates customers 

to seek out lower prices. 

Today however furniture purchasing is 

increasingly a high-interest activity and the ratings 

success of numerous home renovation and prope1ty 

programs is testament to this. People's desire to 

create their own unique version of "the great 

Australian dream" is at an all time h.igh and furniture 

is integral to this. 

Freedom uniquely taps this trend by 

understanding the integral role furniture and home 

decor plays in our lives. That is, it has the potential 

to significantly affect both physical and emotional 

well-being by creating not only a practical and 

pragmatic sense of comfmt but more importantly 

to deliver an inner sense of gratification by 

providing an avenue for self-expression. 

ACHIEVEMENTS 

Early in 1998 Freedom conducted qualitative 

research into the home decor market needs of women 

in the 25 to 39 year age group in theAB demograph.ic. 

It revealed an unmet customer need, namely "the 

fashion conscious and l(festyle aware exuded a 

strong desire for a unique in-store experience that 

was all about ideas and inspiration". In March 

they launched the "Think outside the square you 

live in" campaign with the objective to embellish 

Freedom's leadership as a lifestyle retailer by 

owning the territory of "inspiration for the home". 

This differentiated strategy has been leveraged 

both externally and internally throughout the 

organisation, reinforcing the team focus on 

customer service and innovation and increasing 

long-term brand equity while still competing week 

in, week out at the retail coalface. 

Accolades awarded to Freedom celebrating 

these achievements include a number of Gold and 

HISTORY 

Freedom commenced business with its first store 

in St Leonard's, Sydney, in 1981. It lau nched with a 

business platform based on "affordable homelifestyle 

solutions, more than just the ability to buy 

a new sofa". 

At the point of purchase this meant stores were 

designed to deli ver high quality retail experiences 

that were abreast of customers' changing needs. 

Merchandising incorporated price, quality and 

range and presented product as "room-solutions" 

rather than "silos of fabric and timber". This 

approach decreased consumers' angst, as it was 

no longer left solely up to them to envisage the 

look and feel they were trying to create in their 

home. 

This lifestyle proposition driven by style and 

affo rdability, a clear and tangible category 

innovation, was the impetus to establishing a 

successful business based on providing a 

constantly changing palette of visual ideas. Th.is 

allowed Freedom to capture the leading position in 

its target market segment by 1991, and then to list 

on the Australian Stock Exchange in 1996, the same 

year its first New Zealand store opened. By 2000, 

52

the Freedom Group boasted 84 stores across 

Australia and New Zealand. 

THE PRODUCT 

Freedom has always been passionate about its 

products, and over time has evolved from being 

solely about range and value to being more about 

the values its customers espouse. That is, shopping 

for furniture at Freedom is not merely solution-led, 

as in "I need a couch and a coffee table", but rather 

inspiration-dri ven, namely "Wow ' Let's create our 

version of that look in our lounge room". Where 

competitors are simply offering products, Freedom 

breaks thi s category convention by delivering 

integrated solutions in the form of fresh lifestyle 

ideas that are an accessible vehicle for change and 

renewal in the home and an outlet for the customers' 

desire to self-express. 

Freedom's target customers place a high 

emphasis on quality, style, value and convenience. 

Stores have a contemporary look that is colomful 

and refreshing and offer co-ordinated whole-room 

home decor solutions that are innovative and stylish 

and appeal to the young at heart. 

The catalogue covers in these pages - from the 

left: Winter 1983, Autumn 1988, Summer 1996 and 

Sununer 2003 - show the evolution of the brand. 

As a result, shopping at Freedom is an 

emotionally rewarding experience rather than just a 

bland process of elimination and selection. The 

combination of the aesthetic appeal and fashion 

C l 0 S E 5 T H A P R I l 

sense speaks more to the heart of shoppers and 

invites them to take risks, have fun and experiment 

with their home furnishing possibilities. 


Most recent] y, Freedom's product offer has evolved 

to include culture and authenticity, providing 

customers with "global theme merchandise - 

products inspired by our world", such as African 

and Oriental goods. It is this type of innovation 

that imbues Freedom with sophistication and 

contemporary appeal emphasised by its ability to 

deli ver inspiring ideas from around the world, 

making it possible for anyone to create their dream 

home today. 

Further organisational developments have 

centred on Freedom's desire to make a difference 

with.in the Australian community thereby becmn.ing 

a brand with soul and substance, more than just a 

furniture company. Freedom's contributions to The 

Children's Cancer Institute Australia predominantly 

consist of actual community initiatives such as 

Billycart Day, S1n.iley Mug and the Touring Art 

Show rather than simple financial grants. This is 

Freedom's way of heeding The Business Council 

of Australia's call for businesses to reconcile profit 

with social responsibility. 

It is these developments that are allowing 

Freedom to continue to break category conventions 

..... FR~ ~DOM ,........ 

IN~PIRATIONS FOR liV I NG 

and offer the vision of "Delivering the world's best 

retail experience, every place, every time". 

PROMOTION 

Retailing is a fast-paced, intensely competitive 

environment where shifting product out the door 

and maintaining margins often supersedes the 

impmtance of romancing customers. This is no 

different in the home decor market which is laden 

with catalogues, full-page magazine and print ads 

and 15 second television commercials screaming 

"deals, hurry, more deals" to customers. 

The traditional sales, at the end of Summer, 

Winter and the financial year, have educated many 

customers to patiently shop around for the best 

price, rationalising their decision to "what deal can 

I get". This, along with many retailers taking the 

"who can 'shout' the loudest" approach, often 

results in a frustrating and confusing sea of 

sameness that skews the importance of price in 

customers' buying decisions. This in turn far too 

often increases their post purchase unhappiness if 

they find a better deal elsewhere or get lured into 

buying a cheaper product that doesn't quite create 

the intended look. 

As Jack Trout suggests in hi s best seller, 

Positioning, "price is rarely a sustainable 

differentiating idea". Freedom has long since 

recognised the impo1tance of emotive positioning 

and has approached retail marketing through its 

core brand values thereby effecti vely driving 

product sales tlu·ough brand-led conununications. 

Freedom breaks the category convention by 

positioning the brand on an emotive platform of 

"fresh thinking that inspires great ideas" rather than 

FRf f DOI"I 

ove1tly focusing communications on simple points 

such as 'range and value', which lead to margin 

erosion. 

Over time this has proven more effective than 

simply following the category norm of focusing 

promotion purely on product range and price. 

BRAND VALUES 

Freedom's brand positioning is a function of the 

company's corporate ideal. That is, "At Freedom, 

we believe that everyone in the world should be 

free to access the lifestyle they dream of Freedom 

empowers us to dream as well as providing us 

with the means to make our dreams possible." 

This led to the unique positioning of "Think 

outside the square you live in" wh.ich inspired great 

ideas for people to customise their home's look 

and feel. Millward Brown research confirms that 

customers perceive Freedom as being empowering 

and inspiring - "a place for great ideas that help 

you attain the home you always dreamt of but 

didn't believe possible" - and charming and 

spontaneous. 


FREEDOM 

0 A year's supply oft11e fab1ic Freedom 

uses to upholster sofas is enough to 

stretch from Sydney to LA. 

0 Freedom's first product range included 

a combination of beanbags, raw pine 

furnitme, Indian cotton sofas and ball 

lamps. 

0 Freedom's longest serving employee 

has been with t11e company for 19 

years. 

0 In December 2003, Freedom was taken 

off the Australian Stock Exchange and 

became a private company. 

0 Freedom has a team of buyers who 

travel t11e world, several times a year, in 

search of new innovative lifestyle 

trends and du:ection. 

0 Freedom has been in operation in 

Australia for 23 years. 

0 Freedom sells 220,000 Anna Tea 

Towels each year. 

53

THE MARKET 

In its broadest sense, Gatorade competes 

in the beverage market. However the 

functionality and pe1iormance benefits of 

the product narrow this field to what the 

company refers to as the' Active Thirst 

Market'. 

It has been estimated that 

approximately one in seven or 15 

per cent of beverages are bought 

to quench an 'active thirst'. That 

is, a thirst resulting from exercise, 

physical hard labour, sports, etc. 

Gatorade has been scientifically 

formulated to quench an active 

thirst better than any other 

beverage due to the physiological 

changes that occur in the body 

following exercise. Once the human 

body becomes active it starts to 

sweat and becomes dehydrated 

resulting in a change in taste 

preference. 

Research undertaken at the 

Gatorade Sports Science Institute 

(GSSI) proves that once an 

individual becomes active, a 

physiological change takes place 

and the body will actually prefer the 

taste of lightly flavoured and sweetened, noncarbonated 

drinks like Gatorade over full sugar 

carbonated beverages. 

ACHIEVEMENTS 

The sports drink market was created in 1965 when 

Gatorade was invented by scienti sts at The 

University of Florida, for the Florida 'Gators' football 

team. From such humble beginnings the brand has 

grown to become the world's leading sports drink. 

The introduction of Gatorade helped change the 

fluid-replacement practices of athletes across the 

United States and around the world including 

Australia. Instead of discouraging fluid intake 

during training and competition, as had been the 

practice, coaches started to understand the 

necessity of consuming fluids during exercise to 

avoid dehydration, heat illness and early fatigue. 

Built on a solid scientific platform, Gatorade 

prides itself on being the most thoroughly studied 

consumer food product on the market, in terms of 

human physiology research. When food company 

Quaker Oats acquired Gatorade in 1983, they 

------- 

founded the GSSI, a research entity dedicated to 

enhancing and sustaining human 

peiformance and health through nutrition. 

The GSSI and Gatorade Sports 

Science Exchange (GSSE) are worldrenowned 

resources among coaches, 

trainers and nutritionists. It's this 

dedication to sports science research 

and product performance that 

can't be matched and is why 

Gatorade is used by so many of 

the world's top athletes. 

In January 2000, Gatorade flew 

Brad Beven, five times Australian 

Champion Triathlete, to the GSST 

in Chicago for three days of 

intensive testing. The tests he 

undertook were to provide him 

with valuable information for 

future training and race 

preparation to help him gain a 

competitive edge. These tests 

included a cardiac stress test, 

sweat test, maximal oxygen 

consumption and nutritional 

consultation. He explains his time 

at the Gatorade Sports Science 

Institute by saying "''m trying to 

get every bit of information I need 

to go faster. Just picking up 

information like dehydration and 

sodium deficiencies are all pmt of achieving that 

aim. The purpose of doing this with the GSSI was 

to gain an extra couple of per cent to get the edge 

to cross the line quicker. .. " In July 2002, Gatorade 

flew Brett Lee to the GSSI for two days of intensive 

testing, which also exposed Brett to a windgate 

power test. Brett loses just over I litre of sweat per 

hour during extensive exercise, which is typical for 

an athlete of his_level. 

HISTORY 

In the early 1960s, the University of Florida research 

team began development of a drink that would 

rapidly replace body fluids and help prevent the 

severe dehydration caused by hot weather and 

physical exertion. Under the direction of Dr Robert 

Cade, the group began testing a formula on ten 

members of the University of Florida football team 

whose members were experiencing significant fluid 

loss during practice and games. 

The drink's formulation of carbohydrates and 

electrolytes was based on the latest scientific 

resem·ch and the supposition that 'Gator' athletes 

could benefit by replacing the fluid, energy and 

electrolytes lost during exercise. This test beverage 

became known as "Gatorade". 

That season, the Gators enjoyed a winning 

record and became well known as the "second half 

team" by outplaying their opponents during the 

54

latter half of the game. The team 's coach recognised 

the advantages of having his players drink 

Gatorade, noticing that they had fewer problems 

with dehydration and showed greater endurance. 

In fact, on January 1, 1967, when the Gators beat 

Georgia Tech in the Orange Bowl, Georgia Tech 

head coach Bobby Dodd told Sports Illustrated 

magazine that the reason for his team's loss was 

that "We didn't have Gatorade. That made the 

difference". 

The story has become legend and the drink 

became Gatorade. 

THE PRODUCT 

Gatorade is the No. 1 selling sports drink brand in 

the world. In August 200 I , the US based Quaker 

Oats Company, owner of the Gatorade brm1d, 

merged with the Pepsico, Inc. group of companies 

to complement that company's portfolio of 

powerhouse brands. 

From the inception of the product, science has 

been used to ensure that no other beverage replaces 

lost fluids, energy and electrolytes faster than 

Gatorade. Gatorade pioneered the 6 per cent 

carbohydrate solution, which is now used by other 

isotonic sports drinks. Tt is the optimal level to 

ensure the fastest possible absorption. In fact no 

other beverage speeds fluids, minerals and energy 

to the body faster than Gatorade. 

Gatorade is formulated on the premise that if 

an ingredient doesn't improve pe1formance 

or rehydration, then it has no place in 

Gatorade. 

Gatorade is not carbonated, as 

carbonation can cause gastro-intestinal 

distress and it does not contain 

preservatives, which can cause 'throat 

burn'. 

Gatorade is hot filled in PET bottles, 

with a wide mouth to allow gulping. 

Gatorade is also formulated with a light 

sweetness and flavour profile to 

accommodate taste preference 

changes that occur with exercise. 


In Summer 2003 Gatorade launched a 

700ml bottle with spmts cap to allow 

for consumption before, during and 

after exercise or throughout an 

endurance activity such as cycling. At 

the same time a new variant, 

Watermelon Chill, was launched. It is 

specifically designed to deliver extreme 

refreshment during the hotter summer 

months. The flavour was launched 

with the support of a heavyweight 

sampling campaign at beaches and 

spmts venues throughout the summer. 

PROMOTION 

The launch ofGatorade in Australia was suppmted 

by one of the most memorable TV campaigns of all 

time, "Be Like Mike". The catchy jingle and 

inspirational images of Jordan, helped to catapult 

the brand to clem· market leadership within four 

weeks following the launch. Indeed the 

endorsement of Gatorade by Michael Jordan, the 

world's highest profile and best loved athlete, has 

taken the brand to new heights and ensured 

immediate high level awareness for the brand 

following each new market entry. 

The phrase 'scientifically developed, athletically 

proven' , is true ofGatorade and is why the brand's 

distinctive orange cooler bins and green cups 

can be seen on the sidelines of the world's 

top sports teams and competitions. 

In Australia many top spmting teams 

and competitions have adopted Gatorade 

as their official spmts drink including the 

Australian Cricket Team, National Rugby 

League including State of Origin temns, 

Australian Rugby Union and many 

of the top V8 racing em· drivers, as 

well as many of the nation's leading 

triathletes and endurance runners. 

BRAND VALUES 

When Gatorade was first 

developed, the resemchers relied 

upon the latest discoveries in 

medical science to guide the 

formulation of this unique beverage. 

This commitment to scientific 

research has continued to be a 

hallmark of Gatorade. Gatorade 

scientists me constantly looking for 

new ways to make Gatorade an 

even more effective fluid, energy 

and electrolyte replacement 

beverage. 

This ongoing resemch is often 

conducted in co-operation with 

some of the top sports scientists in 

the world to make ce1tain that the 

Gatorade formula remains optimal. In Australia, 

Gatorade works closely with the country's leading 

sports doctors and dietitians and is a founding 

sponsor of SDA, the Sports Dietitians Australia 

group. Together with SDA, Gatorade Australia has 

been instrumental in developing guidelines for fluid 

replacement in spmt for both coaches and athletes. 

Expertise in spmts nutrition is one of the unique 

and distinguishing attributes of the Gatorade 

brand. This massive resem·ch effmt is the reason 

Gatorade' s formulation has never been bettered and 

why so many top athletes and sporting 

organisations trust only Gatorade to provide that 

performance edge. 

In fact, Gatorade now works with the Australian 

Institute of Spmt (AIS) to ensure athletes receive 

optimal rehydration and replenishment for maximum 

performance. The AIS and Gatorade work on joint 

research projects to continuously improve athlete 

nutrition. 

Gatorade also runs tailored educational 

programs throughout Australia for both school 

children (SWEATFORCE) and coaches (The 

Coaches Edge), sharing the learning from the 

science projects in a continuous learning process. 

Darren Lockye r nnd Brett Lee Metrolite photos by Sean Izzard. 


GATORADE 

0 l.n the 2003 City to Smfin Sydney, 

60,000 runners consumed more than 

75,000 litres ofGatorade along the 14 

kmcourse. 

0 The nan1e Gatorade derives from the 

Gators but it was originally called 

Cade' s Cola or Cade' s Ade. When 

Quaker Oats acquired the brand in 1985 

they wanted to call it 'Quinch', but 

mm·ket research revealed that people 

ab·eady knew the drink as Gatorade and 

so the name remained. 

0 During the famous '67 Orange Bowl 

match, Gators player Lany Smith ran an 

amazing 94 ym·ds, with his pants falling 

down, to make a touchdown that won 

the game. He crossed the line with the 

ball in one hand and his pants in the 

other. After the game his mother was 

hem·d to say, "Gee coach, can 't you get 

my boy some pm1ts that fit". LmTy 

Smith's touchdown is still a record 

today. 

0 In terms of human physiology 

resemch, Gatorade is the most 

thoroughly studied consumer food 

product on the mm·ket. 

55

THE MARKET 

The male blades and razors category is now worth 

A$190 million in Australia alone, an increase of 4 7 

per cent since 1995, making it one of the fastest 

growing sectors within the toiletries market. 

The main catalyst for spectacular growth has 

been a fundamental change in men' s attitudes to 

the grooming process over the last decade. The 

rise in popularity of 'lad mags' and a defined male 

culture has evolved into an awareness of health 

and well being. This trend has resulted in a massive 

influx of male grooming products onto store 

shelves. 

Female grooming is also maturing into a very 

important patt of the health and beauty category. It 

now amounts to 18 per cent of the total blades and 

razors sector and delivers retail sales of more than 

A$34 million - up a massive 210 per cent since 1995, 

driven predominantly by the launch of Gillette for 

Women Venus in 2001 . 

ACHIEVEMENI'S 

The millennium heralded Gillette's centenary year. 

The core of the wet shaving category remains 

blades and razors, of which Gillette has a 71 per 

cent value shat·e of the male and a 60 per cent value 

shru·e of the female market. 

Gillette has a long established position as the 

most populru· brand and is market leader in the two 

principal wet shaving categories - blades and razors 

and shave preps. 

For men who wet shave, shave preps go handin-hand 

with shaving. The male shave prep market 

is wmth more than A$34. 7 million (up from A$24.2 

million in 1995) of which Gillette holds a 51 per cent 

share. 

The company's strong focus on technological 

advancement has created new market 

opportunities. Mat1y of Gillette' s pioneering 

innovations have become industry standat·ds: from 

adjustable razors, fully contained cartridges, 

pivoting heads, lubrastrips, flexible microfins and 

spring-mounted twin blades, to the first razor 

designed specifically for the shaving needs of 

women. 

Venus has driven the female blades and razor 

market and reinforced Gillette for Women as a 

worldwide leader in the female shaving market. 

Since tlle razor's launch, female shaving has become 

the fastest growing patt of the Gillette Grooming 

portfolio. Venus has established its role as a 

favourite with female shavers, which has driven 

yeat· on yeat· growth on Venus replacement blades 

to over 20 per cent. 

Gillette for Women also holds a strong position 

in the other two areas of the female shaving 

category: Satin Care holds a 95 per cent value share 

of the A$4.3 million female shave prep mat·ket and 

Gillette maintains a 35 per cent value shme of the 

A$12.2 million female disposables sector. 

HISTORY 

100 yeru·s ago, US travelling salesman King 

C Gillette had the idea of developing a safe 

and easy to use razor- an idea which was 

to revolutionise the shaving mat·ket. His 

frustration with traditional cut-throat 

shaving led him to statt work on a model 

razor, and so the Gillette Company was 

founded in Boston in 1901. 

Gillette's early success was built on strong 

technological foundations. The "wafer thin" 

metal needed to make the razor blade was even 

dubbed by Thomas Edison to be a "technical 

impossibility" . However, Gillette broke new 

ground with the 

development 

of new 

processes 

f o r 

tempering 

hardening 

produced 

1903 the 

a n d 

mas s 

steel. In 

Gillette 

Safety Razor was finally 

launched. 

In spite of a slow statt (only 

51 razors and 168 blades were 

sold in the first year) more than 

90,000 Americans possessed a 

safety razor by the end of 

Gillette's second yeat· of trcrling. 

The safety razor had already 

become a hit. It changed the 

face of a nation. The rapidly 

growing company established 

a factory in South Boston in 

1905 under the new name of the 

Gillette Safety Razor Company. 

Strong domestic growth 

prompted international 

expansion. 

Overseas operations 

commenced in 1905 , with a 

manufacturing plant just outside 

Pat·is and a sales office in London. 

Annual blade sales had risen to more 

than 40 million units before the outbreak 

of World Wat· I. 

The Great War saw Gillette become the first 

supplier of razors to the US Army when, in 1918, 

the US Government decided to issue each of its 

servicemen with his own shaving equipment. 3.5 

million Safety Razors and 36 million blades were 

duly supplied. 

The company has come a long way since its 

first patent in 1904. Techmatic, tlle first system razor, 

was introduced in l967.1ts 'continuous band' meant 

that consumers would no longer have to touch the 

blade. This was followed in 1 97 1 by the Gil, the 

world's first twin-bladed system. The first twin 

bladed disposable razor followed in 1976 and 

Contour, the first razor with a pi voting head, atTi ved 

in 1977. 

While developments in the 1960s and 1 970s 

focused mainly on blades, tlle 1980s and 1990s saw 

improved features for a smootller, more comfortable 

shave. The Contour Plus in 1985 heralded the first 

lubrastrip and 1990 saw the company's first ever 

56

the period of the 2003 Rugby World Cup. 

Additionally Gillette was the sponsor of 

Collingwood Football Club for the 2003 

season. 

Historically, Gillette has used sport as a 

major promotional vehicle and embmked on 

its first sponsorship deal with a radio 

broadcast of the US World Series back in 1939. 

There remains a strong association due to the 

performance-focused and highly aspirational 

nature of spmt. 

BRAND VALUES 

Gillette is dedicated to driving superior 

technology that will develop atld produce hair 

removal products tllat deliver a superior shave 

with superior pe1formance. 

Its male image is spmty, masculine, clean 

and immaculately groomed. The female image 

is modem, energising and understanding of 

women's needs. Gillette's success has been 

Pan-Atlantic launch with the introduction of 

Sensor in sixteen countries. This razor featured 

the first spring-mounted blades and shellbearing 

pivot. Then, three years later, the 

SensorExcel was launched with soft, flexible 

microfins. The MACH3 arrived in 1998, 

introducing the revolutionary triple-bladed 

shaving system, which in January 2002 was 

given a boost in performance resulting in 

Gillette's best razor ever- the MACH3Turbo. 

There had been little development in the 

female shaving market before the 1990s. 

Gillette introduced the first ever razor for 

women called 'Milady Decollete' in 1915 and 

the first disposable for women called Gillette 

Daisy in 1975. The groundbreaking Gillette 

for Women Sensor arrived in 1992, which was 

then surpassed by the new and very much 

improved SensorExcel for women. 

In 2001 Gillette for Women launched Venus- a 

unique triple-blcrle razor, designed specifically 

for how and where women shave. Venus 

combines pioneering innovation and proven 

technology to offer a far superior shave, outpe1forming 

even SensorExcel for Women by a 3-to- 

1 mmgin. 

Venus revolutionised the female shaving 

experience, ensuring skin stays smoother for longer 

with a single stroke. 

THE PRODUCT 

The company's biggest technological 

breakthrough in recent yems has also been Gillette's 

biggest success story to 

date - the MACH3 

shaving system. The 

creation of MACH3 

involved more than a 

decade of reseru·ch and 

development, the involvement of hundreds of 

Gillette scientists and engineers and financial 

investment of over US$750 million. 

The New Gillette Series Range has been 

reformulated to provide a fully integrated grooming 

solution for men. It now consists of eleven new 

products from shaving gel and foam, after-shave 

cooling gel, after-shave balm and splash to antiperspirants, 

deodorants and shower gels. Shaving 

gels and foams have been enhanced with 'antifriction' 

lubricants for ultra razor 

glide and specially 

formulated with skin 

comfmt ingredients for five 

different skin cme needs - sensitive, 

moisturising, protection, conditioning and 

clean skin. 

RECENT DEVELOPMENI'S 

Consumer testing among men established that 

MACH3Turbo is the best-performing shaving 

system ever with performance increased further 

when used in conjunction with the new Gillette 

Series shave gels and conditioners. In the US, five 

million men have already upgraded to the 

MACH3Turbo 'ultimate shaving experience'. 

In terms of product innovation within female 

shaving, nothing can rival Venus: in designing 

Venus, Gillette for Women 'threw out the book'. 

Acknowledging that women weren't completely 

satisfied with the wet shaving process, Gillette 

addressed women's complaints when designing 

Venus. 

Venus operates under 50 separate patents 

combining advances created for MACH3 and 

Sensor with others unique to Venus. These special 

features account for the unprecedented consumer 

test results - 73 per cent of women preferred Venus 

to any other female razor - for 

perspective the pe1formance 

of Venus amongst women is 

even more dramatic than the 

performance of MACH3 

atnong men. In Gillette's 1 00 

year history, this is the 

strongest performance of a Gillette shaving product 

in this type of test - Venus sets an entirely new 

standard in female shaving. 

PROMOTION 

Gillette' s advertising campaign for the 

MACH3Turbo continues with the 'Best A Man Can 

Get' theme but uses creative imagery of outer space. 

MACH3Turbo's advertising has focused on 

'turning the shaving world upside down' and draws 

parallels between the zero-gravity factor in space 

and the option of using the MACH3Turbo to shave 

against the grain. 

Sponsorship plays a large pmt in promoting 

the brand. In 2003 Gillette was a sponsor 

of George Oregan, the captain of the 

Australian Wallabies. This 

sponsorship was leveraged 

with an integrated retail 

promotion running during 

its ability to make men and women look and feel 

their very best by continually developing 

technologically superior grooming products. 

In essence, the Gillette Company celebrates 

world-class products, world class brands and world 

class people. It is committed to growth through 

innovation to maintain the company's position as 

a world leader in consumer products. 


GILLmE 

0 In the Stone Age, women used 

shatpened rocks atld shells to scrape 

off unwanted hair. 

0 On average, men' s beru·ds have the 

satne number of hairs as a woman' s 

legs and underatms combined. 

However, women shave an ru·ea that is 

approximately nine times Jru·ger than 

men's. 

0 Beat·d hair, when dry, is the satne 

strength as the same gauge of copper 

wire. 

0 On average, a man's beru·d grows 

1511 OOOths of an inch a day and 5.5 

inches a yeru·. 

0 During his lifetime, a man will spend 

approximately 3,350 hours removing 

27.5 feet of whiskers from his face. 

57

THE MARKET 

The Australian food service hot drinks (hot drinks 

consumed out of home) market is currently valued 

at about $1 .8 billion, of which coffee is estimated to 

represent 82 percentor$1.45 billion. Branded coffee 

chain stores are the fastest growing segment of the 

food service market and in 2002 represented 6.4 per 

cent of this market by volume. Trends suggest that 

the food service market will continue to increase in 

future as socialising and entertainment patterns put 

more Australians in cafes and out of the kitchen 

(www.aasca.com, October 2002). 

Gloria Jean ' s Coffees makes a considerable 

contribution to this market, roasting and selling 

over 400 tonnes of coffee every year. This means 

that Gloria Jean's Coffees customers consume over 

70 rn.illion cups of coffee per year. 

ACHIEVEMENtS 

Gloria Jean ' s Coffees is the fastest growing branded 

specialty coffee store chain in Australia. Since 

opening the first store in Sydney in 1996, Gloria 

Jean's Coffees has added more than 185 stores in 

every state and territory. 

In 2003, Gloria Jean ' s Coffees annual turnover 

was $85 million and this provided jobs for over 

3,500 Australians. 

Local success was internationally acclaimed in 

2003 when Gloria Jean's Coffees Australia opened 

the most new stores of any country in the Gloria 

Jean's Coffees international market. 

Gloria Jean's Coffees in Australia is committed 

to supporting the economy by ensuring most of 

the key products and ingredients are manufactured 

locally. The ultimate aim is to ensure that all 

products the stores use are manufactured in 


The success of the company can be attributed 

to a commitment to always use prern.ium ingredients 

for all products, provide ongoing training and 

operational support to franchisees and constantly 

educate the Australian marketplace about the 

specialty coffee industry. Gloria Jean's Coffees also 

has a strong dedication to research, development 

and innovation. 

HISTORY 

In 1995, Nabi Saleh, a businessman internationally 

regarded for his coffee knowledge and expertise, 

and Peter Irvine, former Managing Director of 

advertising agency DDB Needham, visited the 

United States to experience first hand the Gloria 

Jean's Coffees brand. Nabi and Peter identified the 

opportunity for this unique brand in Australia and 

saw the chance to provide Australian consumers 

with high quality coffee and consistent service in 

accessible locations. 

Together they established Jireh International Pty 

Ltd, the company that now holds the right to 

franchise Gloria Jean's Coffees in Australia. 

Nabi' s expertise in the coffee and tea industries 

combined with Peter' s background in franchising, 

marketing and adve1tising created the pe1fect recipe 

for a successful prutnership. 

In late 1996, Jireh International Pty Ltd opened 

the first Gloria Jean ' s Coffees store in Miranda, 

Sydney. Two weeks later m1other opened in 

Eastgardens, also in Sydney. These stores were 

set up to thoroughly test the concept in the 

Australian market. 

In early 1998, Gloria Jean's Coffees franchised 

its first store and within six years had opened 185 

stores - all locally owned and operated by more 

than I 00 franchisees. In 2003, the company opened 

a franchise in Darwin, meaning that the brand was 

now established in every state and territory. 

The continued growth of Gloria Jean's Coffees 

is a result of an effective franchising model, stable 

management practices and a committed and 

enthusiastic team who are passionate about coffee 

and satisfying customers. 

Jireh International Pty Ltd is a wholly Australian 

owned company. Nabi Saleh is the Chairman and 

Peter Irvine is the Managing Director. 

THE PRODUCT 

Gloria Jean's Coffees offers consumers a complete 

58

coffee experience. Retail stores are located in iconic 

metropolitan areas, shopping centres, transport 

hubs and entertainment districts. 

Ranging from sit-down cafes to streetside coffee 

bru·s, Gloria Jean's Coffees stores offer consumers 

a wide range of more than 150 products including 

hot and cold blended espresso drinks, fresh 

premium coffee beans and teas, pastries, and coffee 

related merchandise. 

Gloria Jean ' s Coffees uses only the finest quality 

selected top tier Arabica coffee beans which ru·e 

meticulously roasted to exact specifications 

ensuring customers receive the same delicious cup 

every time. The range of premium and specialty 

coffee beans is available directly to customers 

through Gloria Jean's Coffees stores. 

Gloria Jean's Coffees also produces a range of 

high-quality tea products offering customers an 

array of flavours, herbals, and fruit infusions from 

the world's top tea growing regions. 

Each month a special promotional drink is 

featured. A recent partnership between Gloria Jean ' s 

Coffees ru1d another iconic Australian brand, 

Arnott's, saw the introduction of the Arnott's Tim 

TanfMGourmet Iced Chocolate drink. 

RECENT DEVELOPMENtS 

The expansion ofGloriaJean's Coffees in 2003 has 

also seen two new stores open in New Zealand. 

The New Zealand coffee market is growing at a 

similru· rate to Australia' s and a number of additional 

Gloria Jean 's Coffees stores are expected to open 

there this yeru·. 

Gloria Jean ' s Coffees hosted its inaugural 

convention in Sydney in 2003 which was a true 

indication of the growth in stores and franchisee 

numbers. The landmark event attracted over 250 

Australian and international Gloria Jean's Coffees 

franchisees and industry experts. It exposed 

pruticipants to the latest industry trends, product 

training, and merchandising and skill development 

workshops in local store mru·keting. 

Gloria Jean ' s Coffees marketleadership was 

further exemplified by the 

prutnership in2003 with Optus and 

the in stal lation of ' Optus 

Wireless Connect' WiFi services 

in stores in Sydney, Newcastle, 

Melbourne, Brisbane, Adelaide 

and Pe1th. This service enables 

customers to access highspeed 

internet service while 

enjoying their coffee. 

Gloria Jean's Coffees also 

extended its customer 

product offerings in 2003 

when it launched a premium 

tea range including 23 

specialty tea varieties 

sourced from ru·ound the 

world. 

Gloria Jean's Coffees 

I S committed to 

providing community 

support at a corporate 

and franchise level. In 

2003, it announced a 

major community 

partnership with 

Mercy Australia. 

Mercy Australia is a chru·ity 

established in 2000 to help 

women who are dealing with 

eating disorders, unplanned 

pregnancies, abuse and other life 

controlling issues. The unique 

program is designed for young 

women aged 16-28 years who 

participate in a 6 to 12 month 

residential-based program at a 

Mercy home. Gloria Jean's Coffees 

will aim to raise at least$ I million for 

Mercy Australia over the next two 

PROMOTION 

Coffees invests 

significantly in both above and below 

the line mru·keting. In 2002, the company 

launched a new brand position Escape 

the Daily Grind® supported with 

national TV, radio, print and outdoor 

advertising. 

Research has shown that the campaign 

has contributed significantly to the differentiation 

of the Gloria Jean ' s Coffees brand from other 

branded specialty coffee store chains. 

Gloria Jean's Coffees maintains an ongoing 

consumer public relations program promoting new 

products, promotions, store openings and 

company news. Over the past 12 months Gloria 

Jean ' s Coffees has been profiled in a number of 

women's and lifestyle magazines and has also been 

featured in major metropolitan newspapers. 

Gloria Jeans Coffees is regulru·ly asked by the 

media for expert comment on the Australiru1 

speciality coffee industry. 

All franchisees are trained in local store 

mru·keting and ru·e provided with ongoing store 

marketing support and resources. 

BRAND VALUES 

Gloria Jean's Coffees is a community-minded brand 

in every sense. The stores provide an 'oasis' for 

the coffee lover- an escape from the 'daily grind' 

where customers can feel welcome ru1d comf01table, 

meet friends or just soak up the unique coffee store 

atmosphere. 

The company is driven by the desire to be the 

most loved and respected coffee house in Australia 

and to be keenly regru·ded by consumers for its 

quality coffee, coffee know-how, professional, 

friendly approach and relaxed store atmosphere. 

As Australia's leading branded speciality coffee 

store chain, Gloria Jean's Coffees is committed to 

building a unified frun.ily, consistently serving the 

highest quality coffee and providing outstanding 

service in a vibrant store atmosphere. 


GLORIA JEAN'S COFFEES 

0 Gloria Jean's Coffees is Australian 

owned and operated. 

0 Gloria Jean's Coffees uses only top tier 

I 00 per cent Arabica coffee. 

0 There are cunently more than 185 

Gloria Jean's Coffee stores in every 

state and tenitory. 

0 Gloria Jean 's Coffees is the Jru·gest 

branded specialty coffee store chain in 


0 There ru·e more Gloria Jeru1 ' s Coffees 

stores in Australia than anywhere else 

in the world. 

0 In 2003 Gloria Jeru1' s Coffees sold over 

70 million cups of coffee and roasted 

and sold over 400 tonnes of coffee. 

59

Hills,. 

THE MARKET 

Styles and models have changed over the 

years, but Hills has remained at the 

forefront of design technology in its 

mru·kets. The latest range of fo lding or 

removable clotheslines continues to make 

laundry chores easier and reflects the 

tre nd towards small er gardens. The 

original "Hills Hoist" revolutionised 

washdays and its current successor, the 

Foldaline Compact Plus, is the pride of 

the washday scene today in Australia and 

many overseas countries. 

Since 1946, the range of products made 

by Hills Industries has g rown and 

continues to expand. Today, almost sixty years 

since the Hills Hoist was introduced, Hills 

Industries manufactures a wide range of 

clotheslines and indoor laundry equipment. Every 

day, fanulies in Australia and m·ound the world use 

a Hills product somewhere at home, school, work 

or at play. 

llills Industries also manufactures and mm·kets 

a growing range of home and gru·den products 

including ladders, wheelbarrows, woodworkjng 

equipment, garden sprayers, children's swings and 

slides, trampolines, hand trucks and trolleys and 

screen and security doors. 

But these home and hardwru·e products now 

constitute just one pmt of the Hills business. The 

company is developing businesses in three 

segments : Home and Hardware Products, 

Electronics, and Building and Industrial Products. 

Products m·e expmted m·ound the world from 

factories in Adelaide, Brisbane, Perth and 

Melbourne and from a 

quality-accredited 

plant in the United 

Kjngdom. Hills has a 

substantial share of 

many markets. 

ACHIEVEMENIS 

Hills' success has been 

achieved through innovation 

and marketing 

know-how. The company 

has the abil ity to change 

with the times, responding 

to consumer demands with 

products that are designed 

to complement today's busy 

lifestyle. These changes have 

been reflected in many products manufactured by 

llills Industries but none more so than in the rotary 

clothesline. 

The Hills Hoist is so essentially Australian that 

it featured in the closing ceremony of the 2000 

Sydney Olympics, celebrating its status as an 

emblem of Australian enterprise and an icon of 

Australi an culture. The photograph of the Hills 

Hoist in the burning backyard of a Canberra 

property in 2002 typifies this iconic status. 

Hills is also now Australia's le

THE PRODUCT 

The name llills immediately identifies the 

company with its national icon, the rotary 

clothesline. Efficient and user-friendly 

means of drying clothes outdoors ru·e 

still central to the Hills philosophy. But 

while a galvanised version of the original 

model is still produced, a complete new 

range has also been developed to suit 

the needs of modern day consumers. 

And of course the name lliJJs is no longer 

representative simply of drying 

equipment. 

For larger families, rotating 

clotheslines remain the most popular 

providing plenty of space for family 

washdays. With less space increasin gly being 

provided for backyru·ds, Hills also has ru1 extensive 

range of compact folding and retractable clotheslines 

designed for balconies and comtyru·ds. The indoor 

laundry is also catered for with ironing boru·ds, 

mobile clothes stands and space-saving clothes 

airers. 

Hills also makes Australia's largest range of 

ladders and wheelbarrows, manufactured to 

withstand the rigours of the professional trade and 

demands of the do-it-yourself mru·ket. 

Ladders and wheelbruTows ru·e sold under brand 

names: Bailey, Oldfields Ladders, Ladderweld and 

Kelso, all renowned for their quality and reliability. 

Hills also produces handcmts, trolleys and a vm·iety 

of gm·den sprayers. The company has an impo1tant 

role in the home protection mm·ket with top quality 

screen and security doors mm·keted under the Hills 

name. For children it produces a range of gm·den 

swing sets, slides and t:ra111polines under the Playtime 

label. 

A recent addition to the Hills group of companies 

is Fielders, a name synonymous with roofing for 

more than I 00 yem·s. Initially providing roofing 

materi als, it now manufactures and supplies steel 

doorframes, Centenm·y cru·pmts, verandas, sheds, 

fencing and steel flooring systems as wel l as 

providing comprehensive support in all aspects of 

building and construction. 

Hills subsidim·y On·con, in the Industrial Products 

Division, supplies a complete range of steel tubing 

to industry, from small dimneter precision tube for 

fencing and ft.1rniture to Jm·ge structural steel sections 

used in construction. In addition, On·con has 

recently commissioned a tube mill to supply 

pressure pipe for gas. 

Another recent addition is the K-Cm·e Group in 

Perth. K-Care manufactures and di stributes a 

supe1ior and comprehensive range of specialised 

mobility equipment making life more pleasant for 

senior citizens and people with a disability. 

In the emly 1 990s Hills identified electronic 

security as a long-term growth oppmtunity. By a 

combination of acquisition and organic growth, 

Hills' electronic security businesses,DirectAJm·m 

Supplies and Pacific Communications, have grown 

to be the mmket leaders in Australia and New 

Zealand. Hills represents the world's leading 

security companies in these mm·kets, and carries 

products rang ing from simple domestic 

applications to access control and CCTV systems 

suitable for high security applications such as 

casinos and prisons. 

In October 1999 the famous Triton range of 

innovative woodworking products for DIY 

enthusiasts was added to the list of consumer 

items. Together with the Triton Series 2000 

Workcentre, they ru·e further exmnples of Hills 

commitment to hi gh quality Australian-made 

products. 

The combined total of products from tills group 

of companies has broadened Hills' business 

interests and widened the traditional customer 

base. 

RECENT DEVELOPMENIS 

Hills is and remains the industry leader in multi 

channel 1llicrowave antennas, but the company 

now also enjoys strong sales to pay TV operators 

in Australia. 

As the leading manufacturer and mm·keter of 

clotheslines in the UK,Hills recently entered into a 

joint venture to manufacture and market its 

innovative range of new products and indoor 

clothes dryers throughout Europe, featuring its 

patented VarioProtect hidden line rotary 

clotheslines. 

Hills' electronic security division recently 

released the Hills Home Hub, the gateway to home 

automation using the range of Hills products 

including security, internet access, lighting control 

and a range of other lifestyle applications. 

PROMOTION 

In 2003, the company introduced a new styl ised 

logo to better capture the contempormy nature of 

the business. The colours red and blue, adopted 

long ago, have been retained in keeping 

with Hills' long and successful heritage. 

Continuing market research has 

demonstrated extre mely hig h bra nd 

recognition and survey results have shown 

unprompted awm·eness of the Hills brand 

at 82 per cent and total recognition at 

almost I 00 per cent. 

Among other brands under the Hills 

umbrella, the Bailey and Kelso brands are 

a lso gaining brand recognition. The 

company's promotional activity is focused 

on retail customers to maximise sales 

opportunities. This strategy has resulted 

in a strong association with major retailers 

around Australia and a growing consumer 

demand for the products. 

Brand awm·eness is a major consideration in the 

company's marketing mix and media ca111paigns 

providing the endorsement link between Hills and 

its sub-brands have been launched. 

BRAND VALUES 

The Hills name and brand are key assets. In 

November 2002, a review was conducted among 

major stakeholders to establish words or images 

associated with the Hills brand name. Several 

hundred employees, shm·eholders and customers 

were surveyed. Words most commonly associated 

with Hills were 'clotheslines', 'Australian', 'quality' 

and 'conservative'_ 

Hills Industries remains a solid, dependable 

Australian company with technical superiority and 

many clever products and services - in fact the 

clothesline was just the first of many clever Hills 

products. Long-term success depends on the high 

quality of all Hills products. Commitment, 

innovation, research and development and 

advanced technology m·e taking the company into 

a progressive new era. 

Hills' strategy is to continue developing 

competitive businesses in its three main industry 

segments. The aim is to be product innovators and 

mm·ket leaders and to achieve a sensible level of 

diversification within each industry segment to 

minimise the impact of short-term changes in 

mm·kets and economies. 


HILLS INDUmiES 

0 In 1994, Hills celebrated the sale of its 

five Illillionth Hills Hoist, a11 event the 

whole country recognised as a 

Illi1estone. The Hills Rotm-y Hoist had 

become an emblem of AustTa1ian 

enterprise. 

0 To celebrate the first 50 years of the 

Hills company, the Adelaide Festival of 

Alts chose the Hills Rotru-y Hoist as a 

symbol to promote and market the 1996 

progran1 of cultural events to the 

world. 

0 During the closing ceremony of the 

Sydney 2000 Olympic Gmnes, the Hills 

Hoist was prominent, a tribute to the 

significant role that Hills products 

have played in Australian culture. 

61

HONDA 

The Povver of Dreams 

THE MARKET 

Honda, the world's largest engine manufacturer, is 

involved in many different market segments in 

Australia. They range from prestige cars via 

motorcycles, outboard engines and power 

equipment to general purpose engines for original 

equipment manufacturers. 

Offering state-of-the-art technology, scrupulous 

quality, safety and superb performance, Honda sells 

more than 200,000 products each year into the 

Australian market and 15 null ion products globally. 

The remarkable penetration of the Honda brand 

in Australia has been made possible by the variety 

of products and the sales and service dedication of 

over a thousand retail outlets and 280 OEMs. The 

great range of products means that customers are 

constantly introduced to the Honda brand at many 

different points. 

ACHIEVEMENTS 

The Honda brand can list many m

Honda Australia started officially on February 4' 11 , 

1969 in a rented flat. 

Honda grew enormously during the following 

decades and in October 1991 Honda MPE was 

established. Dedicated to Honda Motorcycles, 

Power Equipment and Marine, and separate from 

Honda cars, the company was formed to focus 

attention on the many opportunities in the 

Australian market. 

THE PRODUCT 

The strength of the Honda brand derives from the 

simple fact that each Honda product is designed, 

engineered and manufactured to be the leader in its 

field, delivering optimum performance, reliability, 

economy and world leading enlission levels. 

Honda's advanced engineering has created the 

world's best engines, and as a result, Honda is the 

world's largest and most successful engine 

manufacturer. 

Honda's first product, the A-type bicycle 

engine, was produced in small quantities 

in 1947. Today, in Australia, more than 

80,000 engines are sold each year to 

Original Equipment Manufacturers. 

These engines power the likes of icons 

such as Victa, Rover, Onga and Davey, 

who badge their own products powered by 

these outstanding Honda engines. 

Honda' s commitment to the environment and 

quality motor vehicle manufacturing has been 

thoroughly demonstrated by the introduction of 

the unforgettable Civic, Accord, Legend, NSX, CRY, 

S2000, MDX and, more recently, the Insight which 

is a hybrid motor vehicle. 

The GB30 outboru·d engine was released in 1964, 

and today Honda offers the lru·gest and cleanest 

range of four-stroke engines in the world, ranging 

fi·om 2 to 225hp. 

The first Honda power product, the F-150 Tiller, 

was released in 1959 followed in 1965 by the E300 

portable generator. Today, Honda is a market leader 

in the Power Equipment market in Australia with 

products ranging from lawn mowers to 

brushcutters, generators, tillers and pumps. 


Honda has brought the world a myriad of leading 

edge technologies, such as the CYCC (Compound 

Vottex Controlled Combustion), fitted to the first 

automobile engine to meet the US Clean Air Act 

requirements. More recently, Honda led the world 

in bringing to market a fuel cell vehicle, the FCX. 

Honda's ongoing efforts in research and 

development play a central role in helping create 

original, innovative products that meet both the 

expectations of customers and the needs of society. 

Honda' s Wako Research Centre focuses on 

fundamental research in the fields of electronics, 

biotechnology and new materials. Four facilities 

share the initiative in developing new products for 

tomorrow, with a focus on increased durability, 

reliability and performance. 

Honda was the first company in the world to 

develop a humanoid robot capable of autonomous, 

bipedal motion. Honda's advanced robot, ASIMO, 

incorporates artificial intelligence enabling the 

robot to understand and independently respond 

to body language and gestures. Honda's goal is to 

create a robot that will be a true partner to 

humankind. 

Honda is also taking aim at the sky. Two of 

Honda's recent challenges include the development 

of a compact business jet and a piston aircraft 

engine. Honda's US R&D operation has already 

created a prototype of the jet, which is entering the 

test flight phase. 

Established 

111 Japan, the US 

and Germany in 2003, Honda Research Institute 

(HRI) has been chru·ged with fundamental reseru·ch 

and is working closely with local scientific 

COITLinunities. HRl is applying reseru·ch in the field 

of rutificial intelligence to enhance automotive 

safety and to develop advanced robots, and is using 

new materials research to supp01t the development 

of ultra-lightweight materials and new catalysts for 

fuel cells. In the ru·ea of biotechnology, HRI is also 

investigating the feasibility of deriving automotive 

fuel from plants. 

PROMOTION 

Honda utilises a mixture of television, radio, press, 

outdoor and electronic advertising. Supporting the 

promotion of the brand is the racing program, with 

Honda participating both domestically and 

internationally. 

A fundamental component of supp01ting brand 

awru·eness is corporate identification; with over 

I ,000 retail outlets, Honda has a very strong external 

presence within Australia. 

BRAND VALUES 

Since its foundation, Honda has been powered by 

dreams. The ongoing dream is to provide genuine 

satisfaction to people everywhere. Products of the 

highest quality at a reasonable price are the core of 

"The Power of Dreams" which encapsulates 

Honda's core values. 

Honda's mission is to offer products, 

technologies and services that 

contribute to society and improve 

people's lives. Dreams are 

central to all activities and 

Honda's respect for people 

and their individual 

differences has led to a free, 

vital corporate culture that 

encourages creativity. 

To ensure that Honda 

.....Sii:lii:i~ 

meets local needs, the company has gone beyond 

establishing local sales networks. Many products 

are not only manufactured but also developed in 

the regions where they ru·e used. Honda has more 

than 120 manufacturing facilities in 29 countries 

outside Japan, producing motorcycles, automobiles, 

and power products that bring Honda in contact 

with over 15 million customers each yeru·. 

At the same time, Honda recognises 

its social responsibility as a corporate 

citizen. Honda is working to reduce the 

impact on the global environment at all 

stages of its operations, from development 

and production to sales. This involves 

improving the efficiency with which the 

company uses energy and other natural 

resources, reducing harmful emissions and 

increasing the fuel efficiency of its products, as 

well as creating green factories to help solve the 

world's environmental problems. 


HONDA 

0 The Honda Collection Hall in Japan 

houses 50 yeru·s of Honda innovation 

from the motorised bicycle built by 

Soichiro Honda in 1948 to a prototype 

jet aircraft engine now under 

development. 

0 The Collection Hall includes a priceless 

link with Australian history: Sir Jack 

Brabhrun' s Honda-powered Formula 2 

cru· in which he won the 1966 European 

title with a record number of victories. 

0 Honda's indoor cm-to-cru· 

omnidirectional crash test facility, the 

world's first, was completed in 2000 

and provides collision simulation 

conducted under real world 

conditions. 

0 Honda has built more than 300,000 

lawnmowers at Honda Manufacturing 

Australia (HMA) in Melbourne. 

0 Honda Australia Roadcraft Training 

(HART) provides rider and driver 

training to more than 12,000 riders and 

drivers each yeru·. 

0 Honda Australia Riders Club (HRCA) 

has more than 75,000 members ru1d 

organises events such as ride days, 

track days and Moto GP hospitality. 

0 In December 2002 Honda began to 

deliver the FCX motor vehicle, 

powered by a revolutionru·y fuel cell, to 

Japanese customers. This 

demonstrates Honda's co1TL111itment to 

the environment in engineering ru1d 

manufacturing. 

63

EnergyAustrafia· 

Extra. FRE:E:DOI"I Gillefle 

--- · ~• o RO - o o• o ......... . ~ . ..

JURLIQ1JE 

The Purest Sk . 

tb® 

zn Care on Ear 

THE MARKET 

Australian born Jurlique 

International enjoys a global 

reputation for producing The Purest 

Skin Care on Earth®, and not 

without good reason. The company 

is wholly dedicated to creating a 

line of pure, natural products that 

are rich in antioxidants and 

organically grown herbs that 

revitalise, nourish and strengthen 

the skin. 

The lu xu rious textures and 

uplifting natural aromas for which 

it has become famous form the 

foundation of a range that spans 

everything from skin and body care 

treatments to hair products, aromatherapy massage 

and body oils, men' s care, baby care, natural 

fragrances, foundation and lipsticks and herbal 

organic teas and alternative medicine. There is even 

a range designed to cater for the beauty within. 

Today, Jurlique International is exp01ted to over 20 

countries with an annual turnover of $ 100 million 

dollars as a result of a more than I ,000 per cent 

increase in sales since 1996. 

ACHIEVEMENTS 

The Jurlique range aims to promote healthy, 

glowing skin and body regardless of age or 

climate. All products are I 00 per cent naturally 

based and rich in active, organic herbal extracts 

that enhance personal beauty and radiance. They 

are high in natural antioxidants, vitamins and 

herbal ingredients that promote health and 

wellbeing, while remaining hypo-allergenic and 

pH balanced, which means they are suitable for 

all skin types regardless of age. 

Produced without the use of petro or coal tar 

chemicals, artificial colours or fragrances, each 

product is created using the unique 3-step 

BiointrinsicTM extraction method that captures the 

' li fe-force' of plants, enhancing their potency. 

Jurlique is not only kind to the skin, it is also 

kind to animals and the environment. More than 95 

per cent of all herbs used in Jurlique products are 

grown on the company-owned organic and 

biodynamic herb fru·m , 

guru·anteeing that no 

synthetic 

A 

JURUQ!,JE 

Pure Rosewater 

Freshener 

SPRAY 

VAPOR!SATEUR 

REPRAi CHISSANT 

6 

jURLIQ\)E 

66

pesticides, herbicides or fertilisers are used. No 

product is tested on animals and they are all fully 

biodegradable. Even the packaging is recyclable, 

made primarily fi·om cardboard, aluminium and glass. 

Active, organic, Australian; when it comes to 

natural products Jurlique is the best in the world. 

HISTORY 

Jurlique began life with the marriage of Dr Jurgen 

Klein, a chemist, naturopath and authority on 

alternative medicine, and Ulrike Fischer, herself a 

botanist and horticulturalist. Between them they 

dreamed of developing a total skin and health care 

system that combined the ancient ruts of alchemy, 

herbal medicine and homeopathy with state-of-theart 

technology and research. 

While the KJeins knew this dream was within 

their reach, Germany was not conducive to realising 

it and so they began looking for a new home. They 

searched the world for a less polluted environment 

in which to grow nature's herbs and flowers, and 

they found it in a town si tuated in the pristine 

Adelaide Hills of South Australia. Having emigrated, 

the KJeins set up their herb farm in Mount Bru·ker in 

1985 and began developing their range. 

The J urlique collection has grown considerably 

since then to include more than 250 products. 

Supporting this expansion, Mount Barker now 

houses not only the organic herb farms 

but also a research laboratory, factory 

and head office. Initially products were 

sold only in health food stores and 

beauty salons and the company was 

relatively unknown in the mainstream 

cosmetic industry. Today, however, 

Jurlique supplies retail outlets ru·oLmd the 

world, and has more than 30 concept 

stores and spas Australia-wide, another 

40 overseas and an extensive distribution 

network in the international beauty spa, 

beauty therapy, department store, 

pharmacy and health food industries. 

THE PRODUCT 

While there are far too many 

to mention, the myriad 

JURUQ11E 

eckSerUJil 

lnten.Mvc:: trcaunt:P 1 

30mL . !.0 f] .OZ· 

Jurlique products available have all been designed 

to help combat the physical and emotional tolls 

associated with today' s hectic pace of city life. 

The Pure Rosewater Freshener contains 

BiointrinsicTM organic herbal rose extracts and is 

an excellent pick-me-up for a tired or dehydrated 

complexion. The Herbal Recovery Gel is Jurlique's 

premium moisturiser, and is a potent all-botanical 

concentrate suitable for both day and night. The 

rich gel works deeply to firm, tone, restore, hydrate 

and harmonise your skin. It is often referred to as a 

Face Lift in the Bottle©. And the Eye Gel is a light, 

potent, herbal antioxidant gel that helps reduce 

puffiness and dark circles while gently firming the 

delicate eye ru·ea. Together with the strong Neck 

Serum, these three products are often known as 

the "Liquid Gold" of Jurlique. 


J mlique' s dedication to skin and health care extends 

well beyond its actual product range, and the 

company has also established many Jurlique Day 

Spas around the world. An important element of 

the company's holistic approach to inner beauty, 

these spas provide a wide range of facials, 

massages, full body treatments and hydrotherapy, 

using exclusively Jurlique' s pme, natural and highly 

effective spa products to revitalise both skin and 

psyche. 

In 2003, Jurlique extended the number of Day 

Spa and Wellness Sanctua.ties within Australia to 

include the locations of Oxford Stand Mosman in 

Sydney and Chadstone, Melbourne. Significant 

expansion was also seen internationally with 

developments throughout the Asia Pacific 

region and in the US. 

PROMOTION 

The best promotional tool for Jurlique is 

the range itself. The integrity of the 

product, its pure and natural ingredients 

and the proven results of the entire range 

on the skin of every Jurlique customer is 

the basis of Jurlique's promotional 

strategy. 

Promotional 

activity a! ways 

brings consumers 

back to their 

relationship with 

Jurlique, focusing 

on Hero products 

and Jurlique' s 5 Step Ritual to Healthy and Radiant 

Skin. Providing a range of products to answer every 

customer's individual needs strengthens this 

strategy. By continually developing new products 

in order to keep ahead of market requirements, 

J urlique reinforces its presence as the international 

leader in natural skincare, health and wellbeing. 

BRAND VALUES 

But products alone don't make a luxury Superbrand, 

and Jurlique's philosophy goes some way to 

explaining what makes it so unique. The company 

centres its vision on three main principles. The 

Purity of the product is vital and J urlique stands by 

its promise to deliver only plant-based products 

and herbs grown 

organically and biodynamically 

from sustainable 

resources. 

The compru1y's Integrity 

is valued highly and 

ethical, honest, sincere and 

direct communication with 

each other, staff, customers 

and the public in general 

makes them one of the most 

customer-focused companies 

in the world. And finally, 

Jurlique Cares sufficiently 

about the individual and the 

environment to protect 

them at all costs. 

This philosophy is 

coupled with a passion for perfection that is 

displayed in every facet of Jurlique's business. From 

tilling the soil and planting the seed to hru·vesting, 

extracting, formulating, manufacturing, packaging 

and distributing the end product - the company 

strives to create an effective and vital health care 

system for everyone. 


JURLIQUE 

0 The na.tne Jmlique is the combination 

of the christia.t1 na.tnes of the founders, 

Jurgen and Ulrike. 

0 The Jurlique logo reflects the Jurlique 

vision petfectly and symbolically. The 

spheroid triangle represents the 

triangle of Jurlique principles: purity, 

integrity a.t1d ca.t·e. The three symbols 

within it represent the three ancient 

stills that Jurlique utilises, symbolising 

the bio-intrinsic process made up of 

sepmating, pmifying and re-uniting. 

0 Jmlique's Herb Fru·ms in South 

Australia now produce 95 percent of 

the herbs and plants necessa.t·y for 

inclusion in Jurlique' s extensive Skin 

Ca.t·e and Health Ca.t·e range. 

0 Jurlique expettise is not restricted to 

skin and health products. The 

company also offers a hand-made and 

highly successful pottery ra11ge that 

combines over 20 yeru·s of expetience 

in creating fine handcrafted pottery 

and superb high-fired stonewa.t·e. 

67

THE MARKET 

There are Kraft products on the market 

for all members of the family and a 

variety of meal and snack occasions. 

Generations of Australians have grown 

up on Kraft Singles':', Cheestiks*, 

Vegemite* and Kraft Peanut Butter*. 

New products are constantly being 

developed to serve Kraft's consumers. 

Philadelphia Spreadable* with half 

the fat of butter is meeting the changing 

eating habits of adult Australians and 

extending the market for Philadelphia 

Cream Cheese* far beyond its 

traditional role in cheesecakes. New 

Philadelphia Spreadable flavours are 

now also available in tubs and pmtions. 

New varieties of Kraft salad dressings 

are launched each spring to provide consumers 

with salad inspiration. 

Kraft also markets confectionery and coffee 

in Australia with brands like Toblerone*, 

Terry's ' 1 ' and Maxwell House*, as well as a 

range of Nabisco biscuits including In a 

Biskit*, Oreo*, Ritz, Premium, Chips Ahoy 

and Captains Table*. 

ACHIEVEMENTS 

Kraft is a household name in Australia, synonymous 

with foods of the highest quality. Kraft 

ensures that its range of products caters to the 

ever-changing tastes and desires of Australian 

taste buds. Since 1926, generations of Australian 

families have grown up 

enjoying the great tastes of 

Kraft brands. Kraft has 

worked hard to ensure that 

its products ar·e a big pa1t 

of Australian life. 

Kraft Australia contributes 

millions of dollars every year to the 

Australian economy. In addition to selling 

directly to Australian retailers, the 

company exports consumer products to 

many countries. The company employs 

around 1700 people in Australia and over 

the past 75 years has employed more than 

50,000 Australians. Many of these jobs 

are in country Australia, consolidating the 

close relationship between Kraft and rural 

communities involved in the dairy 

industry. 

Kraft Australia has provided 

countless recipes, cookbooks and 

advice direct from the Kraft Kitchens. 

A new Philadelphia cookbook 

encourages the increasing use of 

Philadelphia in meal preparation. 

The Kraft Australia website 

www.kraft.com.au provides meal ideas 

and product information to thousands 

of people each month. 

Kraft Foods Inc operates in 65 

countries and Kraft brands are sold 

in more than 150 countries world 

wide. Kraft Foods Inc employs 

I 09,000 people. Kraft is the second 

largest food company in the world 

with a host of trusted brands that date 

back as far as 1767. 

HISTORY 

The history of Kraft in Australia begins with 

Melburnian Fred Walker. In 1903, at the age of nineteen, 

he established Fred Walker and Company in 

Hong Kong, importing Australian goods and 

exporting Asian goods to Australia. After gaining 

sound business experience and a good reputation, 

he returned to Melbourne in 1908 and started exporting 

Australian goods, especially dairy 

products, to Asia. By 1910 he was exporting 

canned butter and cheese to Asia 

and the Middle East 

under the Red 

Feather label. 

Walker's 

entrepreneurial 

interest in the 

production of food 

saw him introduce a 

number of food innovations. 

One of them 

was the introduction of 

Vegemite, created in 1923 

by the chief chemist of the 

Fred Walker Company, Dr 

Cyril Callister, from yeast 

produced during brewing at Carlton & United 

Breweries. 

But before that, in 1916, Chicago businessman 

James L Kraft had taken out a patent describing the 

process of halting the natural maturing of cheese 

during processing. This new method would allow 

cheese to be stored for extended periods of time 

and was acknowledged as one of the greatest 

advances in cheese-making history. 

68

In 1925 Walker travelled to the USA to meet 

J. L. Kraft, and obtained the Australian rights 

for Kraft processed cheese. In I 926 the Kraft 

Walker Cheese Company Pty Ltd, the parent 

company of Kraft Foods Limited, was formed 

in Melbourne and the first blue packets of 

processed Kraft Cheddar Cheese came off the 

production line. The cheese was a success 

because it did not need refrigeration at a time 

when fridges were rare. It was a good 

alternative to meat, which was expensive, 

especially during the Depression years. 

In the early days the Kraft Walker Cheese 

Company bought 

cheese from cheese 

factories and 

processed it. But 

these factories 

couldn't supply ! 

enough high quality 

cheese. In 1934, the 

company leased a 

factory atAllansford, 

near Wan·nambool in 

Victoria. The factory was developed into one of the 

best-equipped and technologically advanced 

cheese factories in Austmlia. 

In 1948, foil lining was pe1fected as the best 

packaging medium for keeping Kraft processed 

cheddar fresh. The cheese was shipped to export 

markets in blue cans. 

The year 1950 marked a new era in cheese 

making, when Kraft became the first company in 

Australia to manufacture and market rindless 

cheese. 

The first cheese slice (unprocessed Swiss 

cheese) was sold in 1957 in 4 oz and 8 oz packets 

and the Deluxe Processed Cheese Slices were put 

into production two years later. 

Kraft has launched many more famous 

Australian brands through the years including 

Vegemite in 1923, Kraft Peanut Butter in 1931, Kraft 

Mayonnaise*, Cheddar Portions* and Cracker 

Barrel Cheese* in 1954 and Philadelphia Cream 

Cheese in 1956. Cheestiks and Thousand Island 

Dressing* were launched in 1965 and Italian, French 

and Coleslaw Salad Dressings*as well as Kraft 

Sandwich Spread* in 1970, 

followed by Kraft Cheese 

Singles* in 1976. 

By the end of the 1980s, Kraft 

had become the second largest 

food company in the world. 

In response to the growing 

demand for lighter options Kraft 

became one of the first 

companies in Australia to offer 

low-fat products. Light and 

Extra Light Singles and Light 

Philadelphia were all launched in 

the early to mid 1990s, Free 

Singles*, which are 97 per cent 

fat free, followed in I 997. Kraft 

Light Peanut Butter was 

launched in 2001 and Kraft Light 

Parmesan in 2003. 

In 200 I , Kraft Australia took 

back ownership of Maxwell 

House and Tang and also 

acquired a range of Nabisco 

branded biscuits including Oreo, Ritz 

and In a Biskit. In 2003, Kraft 

combined two great brands and 

produced new Vegemite In a Biskit. 

THE PRODUCT 

The Kraft business spans five core 

sectors: snacks, beverages, cheese, 

grocery and convenience meals. 

As well as the vast range of Kraft 

products available in most Australian 

supermarkets, there is also a strong Away 

from Home side to the business which brings all 

the popular brands of Kraft to out-of-home venues. 


The charitable program Kraft Cares was born a few 

years ago as a way offormalising Kraft's commitment 

to the community. Kraft Cares is a major 

sponsor ofFoodbankAustralia. Foodbank operates 

in NSW, Victoria, Queensland, South Australia and 

Western Australia and provides food to various 

charities. 

The Heartwell Fitness Fund is 

a physical and social 

rehabilitation program for children 

who are suffering from a serious 

illness or accident. Kraft Car·es 

sponsorship currently allows 13 

children to take part in this very 

important program. 

Additionally, Kraft Cares 

supports the Bone Marrow 

Donors Institute's (BMDI) 

Community Awareness Week and 

Red Ale1t Day. These two events 

help to raise the awareness and 

importance of the Bone Marrow 

Donor Registry, a register that 

assists in finding a match donor 

for sufferers of serious illness 

such as leukemia. 

PROMOTION 

Kraft is a major television advertiser 

and also uses print and outdoor 

advertising quite regularly. It seeks 

to isolate a real point of difference 

or insight into each product to give 

consumers a valid reason to choose 

Kraft. 

Its massive portfolio of brands 

has given rise to many adve1tising 

classics such as the Happy Little 

Vegemites song and the line "coffee, 

tea or Bonox". 

Kraft Cheese Spread campaigns 

revolve around "Any excuse'll do" and 

Kraft Peanut Butter's campaign is built 

on a preference for the best with "Never 

oily. Never dry". 

The Philadelphia Heaven series of 

adve1tisements which first went to air in 

2000, depict the light and heavenly taste 

of Philadelphia. The advertisements 

feature the Philadelphia angel in a variety 

of heavenly settings. 

BRAND VALUES 

Kraft is a part of the everyday 

Australian lifestyle because it 

satisfies consumers' everchanging 

needs and tastes. Each 

Kraft brand is built on a firm 

foundation of trust, quality and 

convenience. 

Wholesome goodness, 

coupled with great taste and product 

innovation, are the keys to the Kraft brand 

in Australia. 

*Trademark Kraft Foods Limited (ACN 004 125 07 1). 


KRAFT 

0 Kraft Foods Inc is the second biggest 

food company in the world. 

0 The history of Kraft in Australia dates 

back to 1903 and its 19 year-old 

founder, Fred Walker. 

0 Fred Walker was repmtedly the first 

Australian employer to introduce 

morning tea breaks for his workers in 

1928. The employees responded with 

increased production output. 

0 The first blue cheddar cheese boxes 

rolled off the production line in 1926. 

0 In 1971 a special language called 

Kooglese was created to adve1tise 

Koogle, a peanut butter and chocolate 

combination. 

0 In 1950 Kraft was the first Australian 

company to manufacture and market 

1indless cheese. 

0 In 1917 James Kraft supplied the first 

batch of Kraft canned cheese to the US 

Armed Forces. 

0 During the war Kraft made up special 

gift boxes containing an assmtment of 

Kraft canned meat products, cheese 

and Vegemite for relatives to send to 

soldiers and sailors. 

69

L.J. HOOKER® 

THE MARKET 

Australians have an enduring love affair with real 

estate. Home ownership is affordable, largely 

spurred on by the entry into the marketplace of 

non-bank mortgage "lenders, lower interest rates, 

and Government incentives to first home buyers. 

Non-bank lenders have provided fierce 

competition for banks in the home loan business, 

offering competitive interest rates, greater flexibility 

and fewer charges and penalties to consumers. 

The low interest rates and competitive mortgage 

packages, coupled with taxation laws, significant 

changes to superannuation laws and first home 

owner grants have seen a significant increase in 

market activity. 

These market forces all contribute to Australians 

having one of the highest levels of home ownership 

in the world. 

ACHIEVEMENTS 

L.J. Hooker is one of Australia' s earliest and longest 

running franchised businesses in all market sectors. 

The original real estate business was established 

in 1928 in Maroubra, Sydney, NSW. 

Today L.J. Hooker is the largest franchised real 

estate network in Australasia and the fifth largest 

in the world. It boasts a network of over 650 

franchises throughout Australia, Papua New 

Guinea, Hong Kong, Indonesia and New Zealand. 

The L.J. Hooker franchising system has twice 

won the Franchisors' Association of Australia and 

New Zealand 'Franchising Excellence Award' 

including the ultimate accolade when L.J. Hooker 

was named 'Franchisor of the Year' across all 

sectors. 

For the last 15 years L.J. Hooker has 

commissioned the independent research company 

Newspoll to conduct a national brand awareness 

and attitude study to determine the company's 

strength in the marketplace. Every year the 

Newspoll study has revealed L.J. Hooker continues 

to be the real estate name best known and most 

chosen across Australia. The latest News poll study 

revealed the L.J. Hooker name has well over twice 

the recall of any other national real estate brand 

and twice as many people nominate using L.J. 

Hooker for buying or selling property ahead of any 

other national real estate agent. 

HISTORY 

Leslie Joseph Hooker opened the first office ofL.J. 

Hooker in Maroubra, Sydney on September 20, 

1928. 

Threatened with collapse of the business during 

the Great Depression, Leslie Hooker set about 

maximising his marketing dollar. He was always a 

great believer in signs and with money at a minimum 

during these years, he set about developing a 

promotional system. The famous red and yellow 

colours, which remain today, were originally 

developed by Leslie Hooker to maximise the impact 

of his signboards and save on advertising costs. 

The first city office of L.J. Hooker opened at 12 

O'Connell Street, Sydney in 1935. 

By 1936 the business had expanded into 

Kensington, Kingsford and Randwick. In 1938 L.J. 

Hooker purchased H.L. Cross and Co. and relocated 

to the basement of the E.S. and A. Bank Building 

on the corner of Martin Place and Pitt Street, 

Sydney. 

L.J. Hooker continued to prosper. In this period 

the team were "breaking into Sydney" and worked 

through the night on many occasions. So much so, 

that their office became known as the "light-house" 

in Pitt Street. 

During the Second World War, L.J. Hooker was 

run by a skeleton team as many employees joined 

the armed forces. By the late 1940s, approximately 

ten years after the opening of the company' s first 

auction rooms, L.J. Hooker had begun to challenge 

the established auctioneers of the city. L.J. Hooker 

Limited was successfully floated on the Stock 

Exchange on July l, 1947, paying dividends of up 

to 25 per cent. By 1956 the dividend had risen to 50 

per cent. 

64

In 1958 Leslie Hooker established L.J. Hooker 

Investment Corporation Limited as a vehicle for 

expanding the horizons of the Company. 

In the years that followed, L.J. Hooker Investment 

Corporation diversified into other areas including 

the hotel and leisure industry, land and building 

trusts, pastoral holdings and housing and land 

subdivision. L.J. Hooker Limited opened offices 

progressively across the country, completing its 

national network with the opening of the Perth 

office in 1960. In 1964 the Company's first 

franchised offices in Bankstown, Miranda and 

Newport were opened. In the same year, the name 

of the parent Company was changed to Hooker 

Corporation Limited. 

Leslie Hooker was knighted in 1973 for his 

services to business and commerce. 

In 1989, the real estate agency business of the 

Hooker Corporation was sold to the Queensland 

financial institution, SUNCORP (now known as 

Suncorp Metway Limited). 

THE PRODUCT 

L.J. Hooker operates a network of over 650 offices. 

L.J. Hooker franchises are locally owned and 

operated by licensed real estate agents who have 

extensive local market knowledge and have the 

added advantage of the resources, support and 

experience of the Franchisor. 

L.J. Hooker has a variety of products which span 

the real estate spectrum. Products for residential, 

commercial and rural buyers and sellers, landlords 

and tenants, development and project marketing, 

have been designed to reflect L.J. Hooker's 

'Customer tor life' philosophy. 

The L.J. Hooker After Sales Service program 

maintains contact with the buyers and sellers of 

property after the transaction is complete. At 

various stages throughout the ensuing years, the 

local L.J. Hooker office and L.J. Hooker as 

Franchisor, continue to 'stay in touch' with the 

client. As part of the program, clients are also 

provided with a national toll free telephone number 

to call if they require any further assistance or 

advice with real estate matters. 

L.J. Hooker's customer reward 

program is unique to the Company and 

provides a competitive edge in the 

marketplace in terms of obtaining 

listings. 

Home owners who list and sell their 

home exclusively through L.J. Hooker 

are eligible to eam Reward Points on 

either Telstra Visa Card or through the ----= 

Qantas Frequent Flyer Program. 

L.J. Hooker revolutionised the tenant/landlord 

relationship with the launch of the L.J. Hooker A 1 

Tenant Card. L.J. Hooker, through the A I Tenant 

Card, is the first national real estate network to 

officially recognise valuable tenants who have met 

specified L.J. Hooker criteria. In addition, if the 

tenant moves to another area or state they can show 

their A 1 Tenant Card to any L.J. Hooker agent, who 

will give them priority treatment, whether they want 

to rent, buy or sell. 

The L.J. Hooker Priority Card is another initiative 

for all tenants to pay rent and other utilities 

electronically, or by direct debit, saving time and 

money for the tenant. 


With marketplace competition becoming 

increasingly fierce, L.J. Hooker has extended its 

brand of real estate services to incorporate L.J. 

Hooker Financial Services, L.J. Hooker Business 

Services, L.J. Hooker Business Solutions and L.J. 

Hooker Commercial. 

In seizing the latest technology, 

L.J. Hooker was the first Australian 

real estate network to have a home 

page on the Internet some years ago and 

continues to maintain the largest single 

brand real estate web site in Australia and 

New Zealand. Internet users can view 

properties for sale, as well as access real 

estate tips and information. Exciting 

additions to the Internet site are the 

direct email alert service, My 

PropertyWatchand the Lifestyle & 

Luxury site. Registered members of 

My PropertyWatch receive 

automatic email notification of every 

newly listed prope1ty which matches their 

stated criteria while the Lifestyle & Luxury 

site offers vendors the opportunity to 

showcase their property on their own multi-page 

website through the L.J. Hooker site. 

PROMOTION 

The popularity of the signature TV campaign, 

featuring the little girl saying "Thank you, Mr 

Hooker" has been instrumental in building and 

raising awareness of the L.J. Hooker brand. 

The 'nobody does it better' campaign has been 

successful in demonstrating L.J. Hooker' s 

commitment to total client care. The campaign has 

also been produced in another six languages, taking 

the L.J. Hooker message to Australia's many 

culturally diverse communities through the SBS 

network. 

Overall, research shows awareness of L.J. 

Hooker advertising is twice the level of any other 

national real estate agent. 

In addition to advertising, L.J. Hooker has a 

strong public relations arm, largely 

responsible for generating editorial 

aimed at reinforcing L.J. Hooker's 

position as an industry leader and 

maintaining brand awareness. L.J. 

Hooker currently receives four times 

the editorial coverage of its 

competitors. 

L.J. Hooker is also actively involved 

in the community as National Sponsor 

of the Cystic Fibrosis Foundation. In addition the 

Company makes available branded marquees and 

the Mr Hooker Bear suit to schools and community/ 

sporting groups free of charge. 

BRAND VALUES 

The name L.J. Hooker is synonymous with real 

estate in Australia. 

The size and reputation of the L.J. Hooker 

network, coupled with its international expansion 

strategy and presence in every state and territory 

throughout Australia, inspires feelings of trust and 

security in clients. The network size also portrays 

to clients high levels of expertise and 

professionalism and enforces L.J. Hooker's position 

as industry leader. In addition, the strength of the 

L.J. Hooker name allows sellers to feel confident 

more buyers will inspect their property. 

The pioneering spirit of Sir Leslie Hooker in 

building the Company out of nothing and the fact 

it remains wholly Australian owned today, also 

endears the Company to many Australians. 


L.J. HOOKER 

0 The L.J. Hooker theme music is based 

on a song from the James Bond movie 

"The Spy Who Loved Me". 

0 Prior to opening the first L.J. Hooker 

office, Leslie Hooker had a variety of 

jobs including selling newspapers, 

working on a merchant trading ship 

and opening a se1ies of wine saloons. 

0 One in five Australian families has 

purchased a property through L.J. 

Hooker. 

0 L.J. Hooker sells a home every five 

minutes of every working day. 

65

MACQYARIE 

UNIVERSITY --.. S Y 0 N E Y 

THE MARKET 

There are 39 universities in Australia, with a total of 

some 795,000 students. Of these, nearly 600,000 are 

undergraduates, just over 140,000 are doing 

postgraduate coursework and about 40,000 are 

engaged in higher degree research. Some 650,000 

are domestic Australian students and 145,000 are 

from overseas. 

Macquarie is a medium to large research 

university with 29,000 students. Strongly 

positioned at the top end of the market, it earns 5 

stars in the Good Universities Guide for 'student 

demand' and does not pursue growth as an end 

in itself, focusing instead on attracting the highest 

quality students. With exceptional demand by 

top quality Australian students for Macquarie' s 

undergraduate courses, it has been the only 

university to fill all undergraduate places in the 

first entry round, 1999- 2003. 

Global challenges highlight the risks in 

depending on patticular countries as a source of 

students. Macquarie thus balances 'mature 

markets' in Asia with 'emerging markets' such as 

Latin America, where it attracts Australia's biggest 

market share from Mexico. Its source countries are 

deliberately diversified, the Jru·gest being China, 

Hong Kong, Indonesia, Singapore, the USA, 

Thailand, Korea, Japan, Malaysia, Norway, India 

and Sweden. 

ACHIEVEMENTS 

Macquarie is consistently a leader in domestic and 

overseas fee-paying postgraduate markets, as well 

as in its research-based 

ethos, its professional 

profile and industry links 

and its international 

markets. Half of its 

overseas students are 

postgraduates. With a 

postgraduate progression 

rate (successful students 

as a percentage of total 

students) of 94 per cent, 

Macquarie has ranked 1st, 

2nd or 3rd nationally 

every year since 1995 on 

this measure. 

It is also one of the 

world's most international 

universities, with 28 per 

cent of its student 

numbers from overseas. It 

is Australia' s biggest 

recipient of students from China. In 200 I, it won 

the NSW /Hong Kong Export Award (Services). 

The highly employable graduates are flexibly 

skilled, with the increasing use of work placements 

and industry internships. Macquru·ie is the only 

university to remain at the top of the ratings scale 

for 'graduate statting salru·ies' for eight consecutive 

years, regularly winning 5 stars in the Good 

Universities Guide. 

By lSI's citation impact, 1995-99, the major 

international measure for science and technology 

research, Macquarie ranks 1st in Australia in 

engineering and technology; I st in chemistry/ 

biochemistry; and 4th overall. 

HISTORY 

Sydney' s third metropolitan university, described 

at the time as 'Australia' s most radical and 

unconventional university', and now as 'Australia's 

Innovative University', was established in 1964. 

Macquarie is exceptionally fortunate in its 

location. Established on 135 hectares alongside 

Lane Cove National Pat·k, it is now a metropolitan 

campus in a beautiful spacious parkland setting. It 

has natural waterways alive with bird life, and its 

lake provides refills for heli-tankers fighting 

bushflres in the northern suburbs. 

As 'Australia's Innovative University in 

Australia's Most Innovative City', Macquarie was 

patt of the reason for the development of Australia's 

'Silicon Gully', extending from North Ryde toNo1th 

Sydney. It continues to be a strategic component. 

The University's Vice-Chancellor, Professor Di 

Yerbury, made higher education history as 

Australia's first woman Vice-Chancellor when she 

was appointed in January 1987. Now Australia's 

longest-serving VC, she is President of the 

Australian Vice-Chancellors Comrnittee, 2004-5. 

THE PRODUCT 

Macquarie's products are teaching programs and 

graduates; research and its commercialisation; and 

community outreach. 

In Macquarie's community outreach, eight 

dominant themes, all linked to strengths in research, 

and research-based teaching, stand out. They are 

technology transfer and commercialisation; 

entrepreneurship and management, environment 

and sustainable development; community health; 

internationalisation; English language; career 

development and life-long learning; ruts, culture 

and museums. 

It was Macquarie (naturally enough) which 

developed the Macquarie Dictionary, now an icon 

with a host of spin-offs including on-line products. 

Linguistics continues to be cutting edge, and is 

sought after as a pattner in delivery of postgraduate 

programs worldwide. 

In science and technology alone, Macquru·ie has 

at least eight world-class groups: lasers; fluorescent 

systems and flow cytometry; proteomics; 

astrobiology; industrial enzymes; aspects of 

semiconductors, including quantum dots; genesis 

and metallogeny of continents; and cognitive 

neuropsychology. 

The University has won many national centres 

~,-----:~~~r~fl~~JU~~~ of excellence and world- 

~ best major national 

reseru·ch facilities, which 

attract first class research 

students. 

The Australian Centre 

for Astrobiology is one of 

only two in the world to 

be accepted by NASA as 

atl Associate, and the 

Ancient History Documentru·y 

Centre, with its 

exceptional collection of 

papyri, has been explicitly 

used as the model for a 

similar centre at Oxford 

University. 

Macquarie's tenants in 

its R & D Park include 

Siemens, Becton Dickenson, 

Goodman Fielder, 

70

CISCO Systems' Radiata, and Dow 

Corning, with a new building for NOtte! 

currently under construction. 

Macquarie Graduate School of 

Management (MGSM) is ranked first 

in Australasia and Asia by the 

Economist Intelligence Unit' s 'Which 

MBA?' survey, and best in the world 

for quality of students. The Applied 

Finance masters program is the biggest 

in the world by a factor of four. 


The National Quality Review 2002-3 

observed that Macquarie's reseat-ch 

outcomes support its claim 'to be 

nationally and internationally 

recognised as a leader in selected areas 

of research'. The Good Universities 

Guide gives it 5 stars for ' resemch 

grants' and 'research intensity' . It 

ranks 7th for Australian Research 

Council ' Discovery Grants' (both 

number and total value). 

The same review also noted 'strong 

suppmt from staff and students about 

the flexibility of its programs', and 

commended Macquarie for 'ongoing commitment 

to ... flexible leru·ning, and for ... using innovative 

technologies to enhance student learning'. 

Macquarie was al so highly commended in the 

national survey, ' Preparing graduates for an e 

world' . 

A key factor in Macquarie' s comparative 

advantage now is the development of excellent 

transport links by rail (with a railway station on 

campus in 2007), bus and motorway to Sydney' s 

CBD and major population growth centres. These 

will provide Macquarie with the best public 

transpmt access of any university in Australia. 

PROMOTION 

With reviews by LD & A and MacGregor Marketing, 

Macquru·ie introduced its new slogan 'Australia ' s 

Innovative University' in 1996, backed by a new 

logo and style manual. 

An Open Day/Advising Day campaign by 

LD&A, based on parts of the face ('It raises some 

eyebrows' ; 'It' s worth hearing about'; etc), won 

So don't. 

With so many areas of study to sink your tt."eth into ifs no wondf'r you·re going 

round in circles trying to choose the right oneJ Macquarie's flexible degree programs 

give you the freedom to try a rangf" of subjects in your first yet~r, so you won't end 

up locked into a program you might not like. Even if you know what you want 

now, Macquarit" gives you the rreedom to change your mind later on. So. •f you·re 

worried you'll choose the wrong degree. don't be. Just stan at Macquarie 

Come to Macquarie University Open Day 

Saturday 13 Seprernber !OtnOr/')"t~..:M< ~-~ 

ll"'fom'uuon011hr f'*""'*'G¥N~ QI ~~eJ.It.Cf' 

.,.,_ 

- ~nu.w · ~;n~~ 

-~ • Sde!Y.lt',1n(l~ 

the 1999 (American) Goldfish Award for design. 

Macquarie also won the 1999 National Print Award 

for an Acrobat Corporate Print design. 

The 200 I Advising Day catnpaign, which ran 

under the tagline, 'Life' s unfair until you get a 

Macquarie degree' , scooped the advertising 

industry' s three m~or newspaper advettising prizes 

at the Cannes, Caxton and AWARD Awru·ds in 200 I. 

The campaign, created by George Patterson 

Bates Sydney and executed by Acrobat Corporate 

Print, won Australia' s first Gold Lion award at the 

200 I International Advertising Festival in Cannes 

in the print and poster section of the Commercial 

Public Services category. It also won seven awards 

at the Caxton Awmds for newspaper advertising - 

one for best newspaper ad campaign, three in the 

corporate, government and public services 

category, and three for photography. It also won 

the bronze awmd for 'print- newspapers, colour' at 

the AWARD Awards - the only award given in the 

' newspaper, colour' category as no gold and silver 

awards were presented. 

Macquarie's newspaper inse1ts for Open Days 

and Advising Days have been much-copied. The 

September 200 I insert for Open Day, for example, 

continued the tag-line, 'Life' s unfair ... until you get 

a Macquarie degree' and highlighted the 

University ' s exceptional flexibility, using 

photographs and brief details of real-life students, 

eg, ' Business or Psychology?' (with the 'or' 

crossed out and replaced with 'and' ): 'I do both at 

Macquarie'. 

This 'flexibility' campaign resulted in 

unprecedented demand for undergraduate degrees 

in Arts, General Science and Education, with 

Macquarie attracting the highest entry cut-offs in 

NSW and the ACT for all three areas ever since. 

The Management School, MGSM, won an 

Australian Marketing Institute' s Award for 

Excellence in 2002, and a commendation for 

'consumer insight' in 2003. 

BRAND VALUES 

Macquarie's founding vision highlighted 

innovation; research; postgraduate studies 

including research degrees; inter-disciplinarity; 

multi-mode access, including by distance education 

and new technologies; flexibility; and industry 

links. These values are strongly associated with 

Macquarie today. Macquru·ie positions itself also 

as 'high tech' , entrepreneurial and international. 


MACQUARIE 

0 Australia' s Innovative University was 

first in the world to introduce a full 

science degree by distance education, 

and an Acturu·ial Studies degree. 

0 Macquarie pioneered the electronic 

tutorial. It is the first and only 

Australiatl university with a Natural 

Language Technology degree. 

0 The 24 hour, 7 day 'Follow the Sun' IT 

Help Desk is a world first. Set up jointly 

with London School of Economics, it 

has won a 'Good Practice Award ' and a 

national commendation. Each 

university services the desk in its own 

daytime. 

0 In this entrepreneurial university 

(whose Vice-Chancellor was NSW 

Telstra Businesswoman of the Year, 

2002), non-Government income 

accounts for over 70 per cent of 

revenue. 

0 Macquat·ie established Australia' s first 

(and still the only) privately funded oncampus 

R&D Pru·k, in partnership with 

Baulderstone Hornibrook. 

0 Radiata, a spin-off company 

commercialising Macqmuie/ CSIRO 

microelectronics research, was sold to 

CISCO Systems Ltd in 2000 for $600m, 

in Australia' s biggest-ever private IT 

deal. 

0 It was a Macquarie resemcher who 

coined the word 'proteomics', now one 

of the world' s key technologies of the 

21st century with its focus on 

breakthroughs in gene research. 

71

THE MARKET 

Dining out has always been a popular social 

activity. These days, it's a part of everyday life 

which many of us take for granted. However, it's 

easy to forget that a meal in a restaurant was once 

an occasional indulgence enjoyed by a privileged 

few. The popular food service revolution of the last 

50 years changed all that. 

Today, dining out is enjoyed every day all over 

the world by people of all ages and backgrounds. 

McDonald's is proud to be part of this growing 

trend, serving more than a rillllion customers every 

day across this nation alone. 

ACHIEVEMENTS 

In 2002 McDonald's Australia recorded the highest 

sales and profitability in its 32 year history. 

McDonald's Australia sales were at a record high 

of $1.8 billion, and Australia was also the best 

performing country in the Asia Pacific, Middle 

Eastern and African regions. McDonald ' s 

continues to lead the quick service restaurant 

market in Australia. 

McDonald's Australia has 730 stores with more 

than 56,000 employees, serving one million 

customers daily and is one of the largest purchasers 

of Australian products. 

McDonald's has become a citizen of the world 

and is committed to being a good corporate citizen. 

Ronald McDonald House Charities (RMHC) has 

awarded more than $250 million in grants to 

children's programs worldwide since 1984. 

The cornerstone of RMHC is the Ronald 

McDonald House program, which provides 

"homes-away-from-home" for families of seriously 

ill children being treated at nearby hospitals. 

The first Ronald McDonald House in Australia 

opened in 198 1 at Camperdown in Sydney, near the 

Royal Alexandra Hospital for Children. 20 years 

later there are now 10 Ronald McDonald Houses in 

this country, with another House due to be built at 

Townsville in 2004. 

HISTORY 

The McDonald's story began 47 years ago in San 

Bernadino, California. Ray Kroc was a salesman 

...... ~--.-~i;;;t drive-in restaurant run by two 

~~~~fiJi~i;t::a-::l:i.!M- supplying milkshake multi-rillxers to a 

1 

brothers, Dick and Mac 

McDonald. Kroc, 

calculating from his own 

figures that the 

restaurant must be 

selling over 2,000 

milkshakes a month, 

was intrigued to 

know more about 

the secret behind the 

success of the 

brothers' thriving 

business. 

He visited the 

restaurant, which 

promised its 

c u stomers 

"Speedee Service" 

and watched in awe as restaurant stafffilled orders 

for fifteen-cent hamburgers with fries and shakes 

every fifteen seconds. 

Kroc saw the massive potential and decided to 

get involved. The McDonald brothers accepted 

Kroc's offer to become their fu·st franchisee. On 

April 15, 1955, he opened his first McDonald's 

restaurant in Des Plaines, a suburb just n01th of 

Chicago. 

McDonald' s served more than 100 million 

hamburgers within its first three years of trading 

and the l OOth McDonald ' s restaurant opened in 

1959. 

In 1961 Kroc paid $2.7 mj]lion to buy out the 

McDonald brothers' interest and in 1963 the 

billionth McDonald's hamburger was served li ve 

on prime-time TV. 

More than thirty years ago in December in 1971 

McDonald's Australia opened its first restaurant 

at Yagoona and served 3,000 customers a month. 

Today there are more than 730 restaurants 

throughout Australia, serving more than one million 

customers a day. McDonald's employs more than 

55,000 people in Australia and injects $120 million 

in capital expenditure . 

The ope rung of a McDonald's restaurant creates 

up to I 00 new jobs in the local area. It also creates 

many opp01tunities for the local construction and 

building industry, stimul ating the growth of 

numerous small businesses through subcontracting 

relationships with McDonald ' s. 

THE PRODUCT 

From its early roots as a small, family-run hamburger 

restaurant, McDonald's has evolved into a multibillion 

dollar quick service restaurant industry. 

While hamburgers and fries remain the mainstay of 

McDonald's business, an instinctive ab ility to 

anticipate and fulfil real consumer needs has been 

central to McDonald ' s success. 

A prime example of this approach is the Filet-0- 

Fish sandwich, which was conceived by Lou Groen, 

a Cincinnati-based franchi see with a restaurant 

72

located in a predominantly Catholic area. 

Groen noticed that hi s business was slow on 

Fridays, which was then a day on which many 

Catholics abstained from meat. He developed a fishbased 

product to meet the needs of the local 

community. The Filet-0-Fish sandwich was 

launched in 1963 and went on to become a popular 

menu item in many of McDonald' s international 

markets. 

Another franchi see, Jim Deli gatti from 

Pittsburgh, was responsible in 1968 for the creation 

of McDonald' s most successful menu item ever, 

the Big Mac sandw ich. Nine years later, the same 

franchisee was the dri ving force behind the 

development of McDonald's breakfast menu - a 

move that would change the breakfast habits of 

millions of people. 

Innovation has played an important part in 

McDonald's growth. The company has invested 

heavily in technology to continually improve the 

consumer experience at McDonald' s. One of the 

biggest breakthroughs came in 1975 with the 

opening of the first drive-thru restaurant in Sierra 

Vista, Arizona. Once again, the idea sprang from 

the need to solve a local sales problem when 

servicemen from a nearby Army base were 

forbidden to get out of their cars in military fatigues. 

The drive-thru concept was an immediate success. 

Today, drive-tlm1 accounts for more than half of 

McDonald's business in Australia. 

McCafe was the first of its kind in the world 

when it was introduced into the Swanston Street 

McDonald's in Victoria in 1993. TheMcCateconcept 

was des igned and created by McDonald ' s 

Australian representatives. Today there are about 

100 McCafes across Australia and they are also 

operating in countries like Japan, France, Austria 

New Zealand and the USA. 

McDonald's McOz burger originated from a 

group of licensees from northern NSW. Today the 

popular McOz burger is a permanent men u item. 

McDonald's serves its customers top-quality 

food. The best raw ingredients are purchased from 

long-time suppliers. Food is prepared to a 

consistently high standard in the restaurant. 

McDonald's menu is continually reviewed and 

enhanced to ensure that it meets - and wherever 

possible exceeds - customer expectations. 


McDonald's was the first quick-service restaurant 

to make publicly available a complete ingredient 

listing and detailed nutritional analysis of all its 

products. In 2003, McDonald's Australia launched 

a new menu range called Salads Plus, which 

boasts salads, yoghlllt and ti-uit. The eight 

Salads Plus launch items all feature 10 

grams of fat or less a serve and their sugar 

and salt levels have been carefull y 

considered during 

product development. 

As part of this new 

range, McDonald 's 

delivered a Q ui ck-Service 

Restaurant industry first by corrunitting 

to nutritional labelling on packaging forfom 

of the new menu items. 

McDonald's is continuing to review 

packaging of the regular menu items with 

a long term goal of including nutritional 

information on the packaging, tTaymats 

or takeaway bags for these items. This 

information is currently available 

from the nutri tional 

brochure in restaurants or 

on the web. 

T hi s new menu takes 

McDonald' s into the future. It is the most 

imp01tant product launch in its business hi story to 

date. Salads Plus isn't about changing who 

McDonald's are but about extending the range. 

PROMOTION 

From the earliest days, McDonald' s recogrused the 

key role of marketing in the brand-building process. 

As Ray Kroc put it: "There' s something just as 

basic to our success as the hamburger. That 

something is marketing, McDonald 's style. It's 

bigger than any person or product bearing the 

McDonald' s name." 

Adve1tising is certainly not the only cause of 

McDonald's success. It is, however, inseparable 

from it. To this day, a fixed proportion of restaurant 

sales is reinvested into advertising and sales 

promotion in every market in which McDonald's 

operates. 

McDonald's displays a rare abi lity to act like a 

retailer while thinking like a brand; delivering sales 

for the immediate present while building and 

protecting its long-term brand reputation. Television 

adve1tising has been instrumental in transforming 

McDonald's brand image from that of a multinational 

corporation to prut of the fabric of society. 

Through high-profile brand advertising, 

McDonald's has developed a powe1ful emotional 

relationship with its customers based on trust and 

a fundamental warmth and humanity unmatched 

by its competitors. 

McDona ld 's is 

also involved in 

sports sponsorship. 

The company uses its 

association with 

prestigious global sporting 

events such as the World Cup and the 

Olympic Games to reinforce its 

international brru1d stature, whi le tailormade 

sponsorship programs ru·e used 

to address local market needs. 

In addition to national adve1tising 

and promotional campaigns, 

McDonald's is strongly committed to 

Ray Kroc' s passionate belief that 

McDonald's should contribute to the 

communities that it serves. Local activity 

takes many different forms, ranging from 

social mornings for senior citizens to 

fundraising work with local schools, youth 

groups, and hospitals. 

BRAND VALUES 

Founder Ray Kroc developed his brand vision for 

McDonald ' s around a simple but effective 

consumer-driven premise of quality, service, 

cleanliness, and value. Kroc' s winning formula was 

quickly shortened to QSC&V- an acronym that 

would become and remain an enduring cornerstone 

of the brand. 

If QSC& V is the cornerstone of the McDonald' s 

brand, then trust is its bedrock. To its customers, 

McDonald's is a brand that can be trusted; placing 

the customer at the centre of its world; knowi ng 

the right thing to do. 

The key to McDonald's success has been its 

capacity to touch universal consumer needs with 

such consistency that the essence of the brand 

has somehow always been relevant to the local 

culture, no matter how different that culture might 

be from McDonald's origins. With one ofthe most 

powerful brands in the world, McDonald's looks 

set to enjoy healthy growth far into the future. 


McDONALD'S 

0 On average, McDonald's opens a new 

restamant every four hours. 

0 The sun never sets on the Golden 

Arches. The most northerly 

McDonald' s is right on the Arctic 

Circle in Rovaniemi, Finland, while the 

southernmost is in Invercru·gill, New 

Zealand. 

0 Every day, McDonald's serves 45 

million customers, but on any one day, 

even as the industry leader, 

McDonald' s sti ll serves less than one 

per cent of the world's population. 

0 McDonald's has sold well over 100 

billion hamburgers. 

0 Neru·ly two and a half million people 

work for McDonald's. 

0 More than 5000 people lined up for a 

burger on a freezing midnight when 

McDonald' s opened its first restaurant 

in Minsk, Belru·us - its I OOth country. 

73

THE MARKET 

In an increasingly sophisticated youth market, 

MILO, Australia's number one Energy Food Drink, 

has become an instantly recognisable icon for 

generations of Australians. 

With a strong sp01ting tradition and focus on 

youth activity, MILO continues to gain high 

exposure across a broad range of age groups, with 

a predominance in the 8-14 year old youth market. 

ACHIEVEMENTS 

Since its introduction 70 years ago, MILO has 

become a part of everyday life in Australia. With 

slogans that are as recognisable as the now famous 

'green can ', MILO is now a part of Australian 

culture. The brand slogans 'It's marvellous what a 

difference MILO makes', 'You've gotta be made of 

MILO' and now 'Go and Go and Go with MILO' are 

as familiar to most Australians as the expression 

'G'Day Mate'. 

MILO is now sold in over 30 countries world 

wide. In 2003 Australians drank over 400 nlillion 

glasses of MILO. 

HISTORY 

Since its launch at the Sydney Royal Easter Show 

in 1934, MILO Energy Food Drink has established 

itself to become a staple at the table of generations 

of Australians. 

MILO Energy Food Drink was created by a 

Nestle technology team, headed by the late Thomas 

Mayne of Sydney, New South Wales. It took the 

team almost four years of development and fine- 

tuning before coming up 

with the unique taste of 

MILO. 

Since its creation, MILO 

has been manufactured at 

the Nestle plant at 

Snlithtown near Kempsey 

in New South Wales. 

The name MILO is 

derived from the name of 

one of the great athletes of 

ancient Roman mythology. 

Milon, a champion athlete 

from Croton, an Archean 

Greek colony in southern 

Italy, was famous for his 

feats of strength at the 

Pythian Games and the 

Olympics. A legend in his 

time, Milon' s name was 

adopted (and slightly modified) 

because the MILO 

brand was to be positioned 

as a beverage that provided 

energy and helped build a 

strong and healthy body. 

The MILO brand now 

enjoys the enviable market position of being a true, 

unquestionable Australian icon. This is obviously 

a position that bodes well for future growth. 

MILO Energy Food Drink is a product that many 

Australians have grown up with, a product 

everyone can feel good about. MILO conjures up 

happy memories of childhood and reminds even 

SINCE1934 

CELEBRAnNG 70 YEAR 

750g 

grown-ups of the good times in the kitchen with 

the fanlily. Fanliliarity with the product, combined 

with the sporting heritage associated with MILO 

and continuing quality marketing initiatives, have 

ensured continued success for the product and 

consistent growth in the marketplace. 

74

THE PRODUCT 

For most Australians, and now global 

consumers, MILO, the Nutritious Energy Food 

Drink needs little introduction. Essentially a malt 

extract beverage, it has always been aligned with 

nutrition, energy and well-being. Considered by 

many to be an important component of a balanced 

diet, MILO contains six essential vitamins and 

minerals. 

The taste of MILO is the result of a 

combination of malt extract (made from malted 

barley and other cereals), full cream nlilk powder, 

cocoa, sugar, mineral salts and vitamins. 

A glass of MILO and milk as part of a balanced 

diet contains essential nutritional components. 

A glass of MILO and milk has the additional 

advantage of having a low Glycaemic Index. 


2004 will mark 70 years since MILO was first 

launched by Nestle at the Royal Easter Show in 

Sydney in 1934. A program of activities has been 

developed to celebrate this special Australian 

birthday, including TV advertising and in-store 

events. 

The MILO famil y has grown over the 70 years 

with MILO products expanding into other 

categories including MILO breakfast cereal, a MILO 

confectionery chocolate bar, chilled dairy snack, 

ice cream and a ready-to-drink product. 

MILO is associated with a wide range of sp01ting 

endeavours, with particular emphasis on the 

promotion of grassroots youth sports activities. 

This has made it an instantly recog1lisable name in 

sp01ts promotion and produced high exposure for 

the MILO brand. 

MILO is involved in many programs aimed at 

encouraging young people to adopt a more active 

lifestyle. These include MILO Cricket, with 

sponsorship of Cricket Australia's national junior 

development programs; MILO Temlis, working with 

Tennis Australia to promote the game to the youth 

of Australia; and MILO Junior Snow programs. This 

includes sponsorship of junior snow programs in 

both the New South Wales and Victorian ski resorts. 

These include calcium, an essential element for 

growing healthy teeth and bones; Vitamin A, 

which makes for healthy skin and eyes; Vitamin 

B I , for energy and the functioning of the nervous 

system; Vitamin 82, also for healthy skin and 

e nergy ; and Vitamin C, to improve iron 

ab sorption. As well as these vital, he althpromoting 

constituents, MILO also contains 

iron, which is important in oxygen transport to 

help prevent fatigue; essential minerals, which 

are vital to ensure that children grow up strong 

and healthy; and malt extract with its energy 

producing carbohydrates. 

The association with sport provides admirable 

role models for Australia's youth. Nestle believes 

that, for a healthy lifestyle, every child should be 

encouraged to ' have a go' through active 

participation in their chosen sport. This message 

can often be conveyed best through sporting 

heroes such as those with whom the MILO brand 

is aligned. 

PROMOTION 

The MILO brand enjoys high visibility via its strong 

allegiance to sport. This suppo1t has been a natural 

adjunct to the core health and energy message. 

BRAND VALUES 

Since its introduction, MILO with milk has been 

established as a nutritious energy food drink that 

encourages a healthy lifestyle as it provides 

energy. As a result, the ad vertising campaigns 

that have been created to promote the MILO 

brand have always focused on health, energy 

and related themes. 

The MILO brand has always been associated 

with the fanlily. This combination of health, sport 

and family unity has been one of the factors that 

has made the brand so popular with both adults 

and children. 

Photos courtesy of Cricket Australia, Te nnis Au stralia, 

Kosciu sko Thredbo and Mt. Selwyn Snowfields. 


MILO 

0 

0 

0 

0 

MILO energy food drink was created 

by a Nestle technology team, headed 

by the late Thomas Mayne of Sydney, 

New South Wales. 

The MILO name was based on that of 

a famous Ancient Greek athlete. 

MILO is not only associated with toplevel 

sp01ts people but also with 

youngsters. The brand is associated 

with MILO Cricket, MILO Tennis and 

the MILO Junior Snow programs. 

In Australia alone, children and adults 

drank over 400 million glasses of MILO 

last year. 

75

THE MARKET 

The Australian attitude toward hardware has 

undergone a remarkable change since the midnineties. 

The word hardware no longer simply 

evokes images of DIY fix-itjobs and 'must get to' 

projects around the home. Consumer perception 

has now expanded to one which sees the hardware 

store as holding the key to living standard and 

Lifestyle improvement. 

The hardware market in Australia is estimated at 

$20 billion a year and is experiencing rapid growth, 

due in part to the explosion of interest in do-ityourself 

home projects by both male and female 

consumers. 

Recognising a change in the needs of the 

hardware consumer, Mitre I 0 has increased its retail 

offer tlu·ough the Generation 21 format of its stores 

which offer more choice, price advantage and advice 

than ever before. 

HISTORY 

The move to set up a cooperative group of hardware 

stores originated at a meeting held in Victoria in 

June 1959 by five men who 

would become Mitre lO' s 

founding fathers: Tom Molomby, 

Tom Danaher, Reg Buchanan, 

Jack Womersley and Ian Nisbet. 

The move was designed to 

maximise funds and energy with 

10/10 

ADVICE 

regards to advertising and promotions and to 

demonstrate that independent operators offered 

service, advice and competitive prices. The group 

quickly grew in membership to the point where it 

required a full-time management team. 

The new company expanded its operations, 

with 15 New South Wales members joining the 

Group by February 1961. Queensland soon 

followed with seven retailers joining in January 1962 

under the chairmanship of Arthur Scurr, followed 

by a fmther sixteen members from Newcastle in 

October the same year. With the company 

successfully operational in the three Eastern states 

by the end of 1962 and South Australia and Western 

Australia soon running their own state-based 

cooperatives, attention turned to crossing the 

Tasman. After discussions in Auckland, Mitre I 0 

New Zealand was established on June 20, 1974. 

Today, the Mtre 10 Hardware Group has more 

than 900 stores throughout Australia and New 

Zealand. 

In 2000, the business announced a complete 

overhaul of its store format and branding, designed 

to keep the business at the forefront of Australia's 

hardware industry and attract a new generation of 

customers. In the same year, it also commenced 

plans for the Mitre I 0 Mega concept. 

Under the title Generation 21, Mitre I 0 began 

rebranding all of its Mitre I 0 and True Value 

Hardware stores as one offour new Mitre I 0 store 

brands to spearhead the co-operative's growth in 

the 21st Century. Incidentally, True Value 

Hardware stores are more able to move to a Mitre 

l 0 brand under this structure. Each store type 

offers a distinct market proposition. 

Mitre I 0 Handy: conven iently located 

hardware stores providing a 

quick and easy shopping trip for 

products required for the repair, 

maintenance and everyday 

functioning of urban homes; 

Mitre I 0 Solutions: a new 

style hardware store offering 

products, ideas and advice to assist consumers in 

expressing their individual styles; 

10/10 

CHOICE 

ACHIEVEMENTS 

Mitre lO 's success in Australia and New Zealand 

has been enviable, with its members fostering and 

enjoying a close-knit sense of unity and membership 

-the 'spirit of Mitre 1 0' . However, there is more to 

Mitre I 0 than simply a successful legacy. The 

company has also made a significant contribution 

to Australia's state-based economies and 

conummities by becomjng one of the country's 

largest small business employers. 

The Mitre IOGroup is one of Australia's largest 

enterprises supporting privately owned retailers 

and is regularly included in various 'Top l 00 

Company' listings compiled by state and national 

business media. 

76

Mitre I 0 Home and Trade: comprehensive 

products and services for the building trade and 

serious DIYers who need successful building, 

renovation and project outcomes; and 

Mtre 10 Mega: the ultimate home improvement 

store, offering a one-stop-shop for all tradespeople, 

DIYers and consumers, for big jobs at great prices. 

Existing Mtre I 0 and nomjnated True Value 

Hardware stores have been re-branded according 

to the Generation 21 strategy as Handy, Solutions, 

or Home and Trade, with Mega stores mainly built 

on a select number of greenfield sites across 


THE PRODUCT 

The name Mitre 10 is synonymous with hardware, 

building products, expert advice, knowledge and 

service and has become more to consumers than 

simply an outlet for 'nuts and bolts'. Mitre l 0 has 

maintained its leadership of the hardware retail 

market for more than 40 years, with a strong 

emotional attachment from consumers. 

In addition to maintaining relationships with 

Australia and the world's most powetful hardware 

product brands, Mitre I 0 is also enjoying strong 

growth with its range of own-brand DIY and home 

improvement products including Warrior, 

Dimension and Accent brands. Mitre 10 donates a 

percentage of the sale price of its Mitre 10 brand to 

Landcare Australia for local environmental 

improvement projects. 

marketing campaigns, printed flyers and catalogues, 

sponsorship, communications and public relations 

strategies, and television and radio campaigns. With 

the mammoth surge in Internet usage, any 

computer user is now free to browse Mtre lO's 

website to receive tips and advice on DIY, find their 

closest store or download handy hints and DIY 

project guides called MitrePlans. 

Mtre 10' s first national campaign was launched 

in 1990, with the theme 'Ask Mitre 10, they've got 

the lot'. Today's national slogan, 'You can't Beat 

10/ I 0-Mitre 10', showcases Mitre 10' s commitment 


Competition in the marketplace is proving more and 

more fierce, with the introduction to the industry of 

barn-style hardware super stores. Industry research 

indicates that home owners, rather than 'selling 

up', are choosing to remain in their homes longer, 

opting instead for improving their lifestyle by 'doit-yourself 

renovation and tiling on increasingly 

impressive home projects. Serious renovators want 

to be able to purchase everything required to finish 

their job under the one 

roof. However, these 

consumers are unwilling 

to sacrifice their need for 

personalised service and 

to '1 Oil 0 choice, advice and price' and complete 

product and service offering. From fixing a tap to 

building a house, Mitre 10 offers the three 

fundamental elements required for customer 

satisfaction - product choice, advice and service, 

and the right price to achjeve a I 0/ l 0 result. 

Demonstrating the strength of the Mitre 10 

brand, and the success of its marketing program, 

independent research shows Mitre 10' s brand 

awareness is at an all-time high of more than 80 

per cent. 

While both print and 

television media have 

been used extensively to 

promote the group since 

expert knowledge and 

its inception, ties 

advice for nothing more than a large product 

between Mitre 10 stores and local 

range. 

As most Mitre 10 stores are still owned 

communities have always proved invaluable. 

Many Mitre 10 stores are active participants 

and operated by 'hardware families' - 

in their local communities through 

business people who have worked l. h t h 

sponsorship of local sport, charities 

within the industry for generations - I g 0 U S e and community support programs. 

Foundation 

store management and staff have 

Mitre 10 has partnered Landcare 

accumulated a depth of knowledge unsurpassed 

by their competitors. 

Mitre 10 recognises the emergence and viability 

of large store formats and has launched its Mega 

flagship stores, coupled with its complementary 

new smaller store formats, to maintain its number 

one position in the independent hardware market. 

Mtre 1 O's Generation 21 vision of segmented 

store offerings operating under a powetful umbrella 

brand was meticulously researched, with extensive 

consumer and trade studies linked with market 

mapping technology. 

Australia under the banner of 'Australia's biggest 

home improvement' to improve the environmental 

health of the country. In 2003, Mtre 10 joined 

Land care Australia to start the Mtre 10 Junior 

Landcare Grants Program which helps to provide 

the necessary funding for schools and youth 

groups nationally to conduct their own projects to 

help create a sustainable future across Australia. 

More recently, Mitre 10 also formed a partnership 

with the Lighthouse Foundation, an organisation 

conunitted to supporting disenfranchised young 

people in the community by providing holjstic care, 

in a family-like setting, within a stable family home 

PROMOTION 

environment. 

Mitre IO' s marketing strategy consists of direct The company logo can also be found 

emblazoned around various sporting grounds 

throughout the country. Mtre 10 has a long history 

of involvement with the Australian Football League 

-sponsoring various clubs and supporting an elite 

list of champion players. 

BRAND VALUES 

Mtre 10 is the most recognised hardware chain in 

the country. The company has provided literally 

millions of home owners with ways of acrueving 

their home project aspirations. 

The values of the Mitre 10 brand include a 

conunitment to customers that they will pay no more 

for unsurpassed service by knowledgeable staff, 

along with advice and a comprehensive range of 

products and related services. This will ensure 

satisfaction as well as providing a deep sense of 

commuruty. 

The Mitre 10 brand continues to evolve with 

time, and is supported by a thorough 

understanding of the fast-changing face of the 

home improvement industry. Mitre I 0 has 

development plans in place to sustain its dominant 

and respected position in the Australian retail 

landscape. 

www.mitrelO.com.au 


MITRE 10 

0 Mitre 10 is the largest independently 

owned hardware chain in Australasia, 

with local stores within reach 

everywhere. 

0 All stores are ptivately owned and 

operated businesses. 

0 Otiginally there were only eight 

members of the fledgling company, 

although the group was confident the 

number would be increased to ten 

before long. "Mitre I 0" simply 

sounded more lyrical than "Mitre 8" or 

"Mitre 11 "! 

0 Ruth Guy created Mitre 10 history 

when she became the first woman to be 

elected to a Mitre I 0 board in 1988. 

0 Mt:re I 0 launched its first Mega store 

in 2004 in Chelsea Heights, Victoria. 

77

)les" 

OPT US 

also provides a full telecommunication 

solution for these customers. 

In the bu sin ess, corporate and 

government markets, Optus 

Business provides services to 

around 90 per cent of Australia 's 

top one hundred companies. In 2003 

Optus successfu lly launched the C I 

Satellite which will see the company 

continue to deliver innovative 

services to customers. 

THE MARKET 

The Australian telecommunications market has 

never been more fiercely contested. 

In spite of market trends, Optus continues to 

increase its share of the market, with new Internet 

and telecommunications packages, and by creating 

an ever more sophisticated range of products for 

the home, business, corporate and government 

sectors. 

ACHIEVEMENTS 

The Optus mobile digital network continues to 

expand every year and now connects more than 5 

million customers, or 34 per cent of the total market. 

But the growth of Optus goes beyond its mobile 

network. Optus is now Australia's 2"d largest 

provider of dial up Internet access. With more than 

525,000 customers - an increase of over 125 per 

cent in twelve months - Optus is one of the fastest 

growing dial up providers in the country. As well 

as dial-up Internet, Optus also offers broadband 

Internet to homes and businesses across the 

country. In recent years the small to medium 

enterprise market (SME) has emerged and Optus 

HISTORY 

Optus was establi shed in 1992, 

winning the second carrier licence 

to become the first private sector 

company to challenge Tel stra' s 

monopoly on Australian telecommunications. 

In 1998, Cable & Wireless PLC, 

which had been a significant shareholder 

since the company started, 

became the majority shareholder. On 

November 17 of that year, the 

company was listed on the 

Australian Stock Exchange as Cable 

& Wireless Optus Limited. 

The company petformed profitably over the next 

two years. However, by 2000, Cable & Wireless 

PLC's long term strategy had shifted away from 

supplying broad-based telecommunications 

products and CWO was therefore no longer a core 

business. 

On September 18' 11 200 I, Singtel , the Singaporebased 

Asia Pacific regional telecommunications 

leader, became the new owner of CWO and 

announced that the company would trade in 

Australia under the Yes Optus banner. Today, Optus 

Let's talk about agility for your business. 

By implementing an Op t us IP Solution, one of Australia's leading regional construction companies signifiCantly reduced administrative overheads and 1ncreased 

their network's flexibility. Using an IP VPN they now tink 3 business divisions across 45 sites throughout Australia. The one common platform consol1dated their 

b1ltmg . network and support con tracts mak1ng them ready to respond lo change. To frnd out how Optus IP Solutions. in partnership with ~"OCISCO 

C1sco Systems. can help yo ur company. speak to your Optus Business Account Executive or call 1800 555 937. optusbusiness.com.au -- 

78

is a significant member of a large and successful 

regional telecommunications group operating 

throughout Australasia. 

Optus Phone & Net. Get the power of two working for you. 

Optus competes with other DSL and cable 

providers, OptusNet holds majority marketshare. 

Optus' success in broadband and dial-up Internet 

is due to the quality and reliability of these products 

PROMOTION 

The success of Optus as a brand begins with the 

development of accessible products that meet deep 

and genuine consumer needs. 

Through the use of animal metaphors, Optus 

advertising then delivers information about these 

products through simple, engaging communications. 

Research shows that the entire Optus 

customer base, from teenagers purchasing pre-paid 

mobiles to tradesmen, company executives and Iru·ge 

corporates, can all relate to the an imals and natural 

metaphors in the advertising, and respond to the 

advertising on both a rational and an emotional 

level. 

THE PRODUCT 

In the mobile phone sector Optus is strongly 

challenging Telstra for market leadership, with 94 

per cent of Australia's population now covered by 

the Opt us network. What's more, Opt us is 

committed to constantly improving coverage, call 

quality and data transmission capability. Between 

2002 -2004 Optus plans to invest $330 million on 

new base stations across Australia. In fact, since 

1999 Optus has, on average, opened one new base 

station every day. 

Other breakthroughs in the mobile arena include 

Optus Zoo, information and entertainment on the 

move, launched in 2003.This mobile data service 

was the first in Australia to offer li ve TV on 

compatible mobile handsets. 

In long-distance telephony, Optus has 

introduced a pricing strategy that allows customers 

to call long distance for a fixed amount- negating 

the fear of cost-per-minute calls.ln local calls, Optus 

also delivers competitive pricing. 

Optus Internet services cover 99 per cent of the 

Australian population and provide reliable service 

to more than 525,000 dial-up customers and over 

125,000 broadband subscribers. In areas where 

as well as innovative pricing and bundling. 

In the business market, Optus offers innovative 

packaging of services and provides integrated 

voice, data, mobile, satellite and e-business 

solutions. 


There is a revolution taking place in the mobile 

phone market and Optus is right at the centre of it. 

Text messaging has already led a significant shift 

from voice traffic to data traffic on the Optus mobile 

network, with SMS text traffic increasing to an 

average of I 00 million short text messages per 

month, compared to 9 million messages per month 

two years ago. At the corporate level, Optus is a 

leader in Internet and e-business solutions. 

Pat1nership with leading suppliers of hru·dwru·e and 

softwru·e delivers a comprehensive range of e-business 

services for corporate and government clients. 

Optus and Nokia, the world's most successful 

mobile phone manufacturer, have formed a 

pattnership to build a 3'u Generation mobile network 

in Australia. This will provide direct connection 

from the mobile phone to the desktop, bringing the 

mobile office even closer to reality. 

BRAND VALUES 

Optus looks at communications through the eyes 

of its customers. The company is therefore focused 

on providing solutions which are practical, 

accesible, flexible and creative. 

The Optus brand has been built on the 

empowerment of customers to access and use the 

latest communications technology. 

This goes back to what has been the core of the 

Optus brand since the beginning- the philosophy 

of 'yes'. 

www.optus.com.au 


OPrUS 

0 Optus has almost 5,000 high-rise 

buildings connected directly to the 

network - ru·oLmd I ,000 per cent more 

than the next competitor. This puts 

Optus in a favoured position to 

supply services to these prime 

locations. 

0 Optus is a major sponsor of community 

events, helping to sustain the 

Australian communities which sustain 

it. Sponsorships include major spotting 

bodies such as Tennis Australia; the 

Australian Brandenburg Orchestra; 

and Bell Shakespeare Youth + 

Education. 

0 Optus is the major sponsor of 

Australia's only free, anonymous and 

professional counselling service for 5 

to 18 year olds - Kids Help Line. 

79

powered 

by 

THE MARKET 

The success ofOrai-B lies in its ability to introduce 

and enhance technological leadership and 

innovation in the oral care business. 75 years ago, 

Orai-B invented one of the world's first modern 

toothbrush bristling machines and was the first 

company to use nylon bristles in 

toothbrushes. The company also introduced 

end-rounded bristles for better protection 

of teeth and gums. Tills innovative spirit, 

together with a close pmtnership with the 

dental community, set new standards in 

preventive dentistry and ensured business 

progress. 

Oral-B became a pmt of The Gillette 

Company in 1984. This allim1ce enables Oral 

B to share in Gillette' s sophisticated 

laboratories, world-class engineering talents 

and facilities to enhance research 

capabilities. Together with Braun, another 

Gillette bus iness, Oral-B created the 

revolutionary electric Oral-B plaque remover. 

Today, Oral-B is a global business. Its 

products m·e sold in 60 countries worldwide 

including North America, Latin America, 

Europe, Asia-Pacific, the Middle-East, Africa, 

West Asia and North Asia (China). Oral-B is 

a key player in the oral care industry with 

leadership status in the toothbrush market 

worldwide. 

Building on its many successes, Oral-B 

continues to believe in innovation, excellence and 

pmtnership with the dental community. In this way, 

products will continue to meet the stringent needs 

of the dental community and provide real benefits 

to customers. 

ACHIEVEMENTS 

Founded in 1950 in California, Oral-B has been 

providing outstanding oral care products to 

consumers, dental professionals, and retailers 

worldwide. German-based Braun, which later 

teamed up with Oral-B to create power 

toothbrushes , 

stmted honing its skills to create state-of-the-a1t 

small appliances more than 80 years ago. 

The Oral-B and Braun Oral-B brands have helped 

The Gillette Company become the worldwide leader 

in the total toothbrush mm·ket. The Oral-B brand is 

the clem leader in the A$124 million Australian 

toothbrush category, with a 47 per cent share 

(source GFK and AC Nielsen 2003). Oral-B has 

achieved thi s by marketing toothbrushes for 

children and adults, as well as dental floss. The 

Braun Oral- B brand includes power toothbrushes 

for adults and children, as well as interdental 

products such as water irrigators. Power 

toothbrushes, the foundation and lm·gest 

category of The Gillette Company's thriving 

oral care bu siness, are used by more 

dentists and consumers than any other 

power brand across many international 

mmkets. 

In Australia, Oral-B is the leader in 

toothbrushes and it is the brand most 

dentists use themselves. 

HISTORY 

It all stmted with a dentist, back in 1950, 

who created the first Oral-B toothbrush and 

its soft, end-rounded nylon bristles. Dr 

Robert Hutson, a Californian periodontist, 

designed and patented the first Orai-B 

toothbrush. He also created the Oral-B 

brand name and called his first innovation 

the 'Oral-B 60'. 

In 1967, The Gillette Company 

purchased Braun, one ofthe world's leading 

smalJ-appliance brands. At this point, the product 

portfolio covered populm· small appliances like 

radios, cameras, shavers, and mixers. As the 

business grew, additional sizes of Oral-B 

toothbrushes were added, and print advertising 

began. Through the 1960s and 1970s, business 

continued to grow at a rapid pace. Oral-B products 

= 

= 

80

expanded to many international mm·kets in Europe, 

Latin America, and Asia Pacific. 

In 1978, Braun began the first mass production 

of a power toothbrush. Called D l , this power 

toothbrush was created using Braun's technology, 

simulating manual side-to-side movements. This 

innovation was sold predominantly in Europe, 

where it became a huge success. Three years later, 

Oral-B 's first angled toothbrush, the Orai-B Right 

Angle, was introduced. Oral-B took the children's 

mm·ket by storm in 1984 with the launch of Star 

Wm·s, the first successful character toothbrush for 

children in the United States, and distributed 

under the first Oral-B 

chm·acter licensing 

agreement. In the 

same year, Braun 

introduced the first power 

toothbrush to combine vertical and horizontal 

movements, a simulation of the dentistrecommended 

Bass brushing method. The D3 was 

successful in highly developed European oral cme 

markets like Denmark, Finland, Holland, and 

Germany. 

Nineteen eighty-seven saw Oral-B introduce the 

Oral-B Ultra Plus- the first new generation Oral-B 

toothbrush in over thirty yems. Launched globally, 

it was the first Oral-B product designed in 

pmtnership with Braun. The Oral-B Ultra Plus was 

a highly innovative design that featured a rounded 

head, longer handle, thumb grips, and a nmrower 

'porch', or mea between the edge of the brush 

head and the outermost row of bristles. Within a 

year, the Orai-B toothbrush had gained its 

reputation as 'the brand more dentists use'. 

Nineteen ninety-one saw Braun and Oral-B 

combine forces to develop and launch the Braun 

Orai-B Plaque Remover, the D5 . It was the first 

Braun Oral-B power toothbrush clinically 

proven to clean better than a manual 

toothbrush, quickly becoming a best-seller 

worldwide. From then onwm·ds, Oral-B has 

continued its tradition of producing yearly 

innovations, adding better features to its 

toothbrushes. 

The company later widened its business 

segments, producing not only manual and 

power toothbrushes, but adding other oral 

cm·e products such as toothpastes, mouth 

rinse and dental floss. 

THE PRODUCT 

Oral-B bas always been well-known for its 

range of oral cme products, particulm·ly 

its manual and power toothbrushes. At 

the beginning of the 1990s, a groundbreaking 

innovation was introduced 

with the Braun Oral-B power toothbrush. 

It featured an oscillating brushing 

system with a small, round brushhead 

and heralded a major technological 

advance for power toothbrushes. In 

extensive clinical tests this product 

was shown to be unsurpassed in 

removing plaque and reducing gingivitis, cleaning 

better than a manual toothbrush with no difficult, 

tedious brushing method to master. 

Used as directed, the Braun Oral-B power 

toothbrush automatically employed the proper 

brushing technique and was simple, convenient 

and pleasant to use. Braun Oral-B is the leading 

power toothbrush brand in the world and is 

recommended by more dental professionals than 

any other power toothbrush brand. In 1999 the 

Braun Oral-B 3D power toothbrush was launched, 

improving personal oral cme once again. 

Unlike any other power toothbrush, 

the Braun Oral-B 3D power 

toothbrush incorporated a patented 

technology that combined 

high-speed in-and-out pulsations 

with side-to-side oscillations to 

provide a brushing result clinically 

superior not only to a manual toothbrush, 

but even to emlier Braun Oral-B models. 


The most recent power innovation is the Oral-B 

ProfessionalCare, a top-of-the-line power 

toothbrush featuring advanced 

technology that leaves teeth 

with a remmkably clean, fresh 

feeling similar to that 

experienced after a professional 

cleaning. 

The Oral-B ProfessionalCme 

power toothbrush outperforms 

ordinary toothbrushes in the key 

areas of plaque removal, gingivitis 

reduction and the reduction of 

gingival bleeding. This product 

builds on the innovations 

pioneered by the Braun Oral-B 3D, 

doubling the number of pulsations 

from 20,000 to 40,000 per minute, 

while the brush head oscillates from 

side to side at a rate of 8,800 

movements per minute. At 40,000 

pulsations per minute, the Oral-B 

ProfessionalCare is the fastest 

pulsating power toothbrush available. 

On the Oral-B manual side the Cross 

Action Toothbrush is a unique 

toothbrush that utilises crisscross 

bristles for better tooth brushing. The 

Cross Action Toothbrush is specially 

designed with Power Tip bristles which 

m·e extra long to help clean hard-to-reach 

places, and are angled in opposing 

directions to lift out and sweep away plaque. 

The indicator bristles me based on patented 

technology that fades half way, based on 

brushing twice a day for a total of three 

months. The ergonomically designed handle 

with a rubber grip features front and back 

thumb stops for firmer grip and extra control 

to complete the innovative look of this 

product. 

There is no doubt that users can be 

confident that the Cross Action Toothbrush 

surpasses other manual toothbrushes. It has 

been clinically proven to remove more plaque 

than leading toothbrushes and is the leading 

brand among dentists worldwide. 

PROMOTION 

Oral-B is committed to promoting its technologically 

advanced high-peiformance branded 

products through consistent and heavyweight 

mm·keting progra111s. 

These initiatives include the 'Change of 

Toothbrush' Campaign, an annual thematic 

promotion that educates and encourages consumers 

to change their toothbrush every three months. 

Clinical studies show that a new toothbrush 

removes more than 30 per cent more plaque than a 

three-month-old toothbrush and this is the message 

that Oral-B puts across to the general public. The 

promotion is suppotted with consumer promotion 

value packs, advertising and in store point of 

purchase materials that communicate the 

educational message. Retail audit shows that 

cmrently Australians change their toothbrush less 

than 1.5 times a yem·, and this initiative will help 

promote cleaner, healthier teeth. 

BRAND VALUES 

Oral-B is a brand that is comrnitted to improving 

oral hygiene through its ground-breaking 

innovations and educational initiatives and, in 

pmtnership with the dental community, to setting 

new standm·ds in preventive dentistry. 

The brand is a world leader, not just in producing 

manual and power toothbrushes but across the 

whole range of oral cme products, wruch consumers 

m·ound the world know they can trust. 


ORAL·B 

0 At 40,000 pulsations per minute, the 

Oral-B ProfessionalCm·e power 

toothbrush is the fastest pulsating 

toothbrush in the world. 

0 Oral-B toothbrushes were on bom·d the 

Apollo 11 mission, the first to land on 

the moon. 

0 Clinical studies show that a new 

toothbrush removes 30 per cent more 

plaque tba11 a three-month-old 

toothbrush a11d this is the message of 

Oral-B's annual 'Change of 

Toothbrush' Ca111paign. 

81

THE MARKET 

The healthy outdoor lifestyle enjoyed by most 

Australians has historically led to an above average 

incidence of dog ownership in Australia. Our rate 

of pet ownership is one of the highest in the world 

surpassing even traditional pet strongholds such 

as the US and UK. 

The pace and instability of modern life has 

further accentuated the relevance of owning a dog. 

Dogs are a welcome counterbalance to our stressful 

lives and are seen by many to be a symbol of family 

stability. It should therefore come as no surprise 

that many people are keen to ensure that their dogs 

receive the best care and attention in order to help 

improve the quality and length of their dog's life. 

Looking after man ' s best friend is big business 

in Australia. In 2002 the Australian petcare market 

was worth over $2.6 billion with dog food 

accounting for over 40 per cent of this figure. 

With the rewards of owning a dog comes 

responsibility. Feeding a dog a well balanced diet 

is clearly necessary to keep him fit and healthy and 

dog owners have a huge variety of products to 

choose from in order to maintain their dog's health. 

As with human food trends, there is increasing 

demand for innovation within the category, such 

as functional foods that have specific health 

benefits. 

The PEDIGREE® range is at the very forefront 

of innovation in dog care constantly striving to 

develop products that deliver dogs the best 

possible chance at a healthy and happy life. 

ACHIEVEMENTS 

PEDIGREE is arguably one of Australia's most 

successful iconic brands, coming in 12' 11 in AC 

Nielsen Top 100 Australian Brands in the 2001 

survey. It is undoubtedly the leading pet food brand 

in Australia. It holds a commanding market share, 

has unprecedented brand awareness and is seen 

as a leader in nutrition and pet care. 

When MasterFoods Australia New Zealand 

Petcare division, formerly known as Uncle Ben's of 

Australia, began making prepared food for pets, 

only 5 per cent of Australia' s dogs and cats were 

fed some type of prepared food. Most people were 

in the habit of feeding their pets on food scraps. 

Today, prepared dog food offers complete nutrition 

and the vast majority of dog owning households 

feed their dog such meals. 

The company now has a market share of over 50 

per cent in the grocery market for petcare, and exports 

to more than 45 countries including markets as diverse 

as Japan, Canada, Switzerland and New Zealand. 

PEDIGREE PAL® has close to universal brand 

awareness among Australian customers. It is 

known that PEDIGREE PAL is associated with 

expert recommendation, a company that leads the 

way in developing dog food and that it is an 

authority in Petcare. The product offers complete, 

balanced nutrition, and the PEDIGREE brand is 

instantly recognisable on the shelf with its strong 

yellow packaging. 

When PEDIGREE was first launched in 

Australia it offered a portfolio of products 

catering to different lifestyles of dogs. These 

included, among others, working dog and 

breeder formulas. In the early '90s the PEDIGREE 

'umbrella' brand was launched with the backing 

of Waltham Centre for Pet Care and Nutrition. 

PEDIGREE has continued to extend its portfolio 

of dog foods to cater for all kinds of feeding and 

snacking solutions necessary for puppies and 

adult dogs. 

HISTORY 

In the early days of domestication,,------;-----------------,--------:::---:-:-::--.. 

the ancestors of pet dogs may well 

have been offered leftovers from 

human meals. They would have 

supplemented that through a 

combination of hunting, scavenging 

and foraging. In this way, they would 

have achieved a balanced diet. Today, 

of course, that is no longer possible 

- or at least it would be distinctly 

unpopular with the neighbours- and 

manufactured dog food has become 

the standard. 

Uncle Ben's of Australia first 

marketed products in Australia in 

1965. The success of this initial 

exercise resulted in the building of 

the company's Wodonga plant. The 

first Australian-produced "PAL" 

(known as PEDIGREEPALsince the 

1990s) became available in 1967. The 

Uncle Ben' s of Australia dog food 

portfolio has grown rapidly since then. 

82

PEDIGREE is, in fact, the history of typesofdogs.Whateverageorsizeofdog,beit 

manufactured dog food in Australia. 

puppy, adult, mature, big or small, it should be 

fed a diet that suits its specific development 

THE PRODUCT 

needs. 

All products in the PEDIGREE meal range are 100 

per cent complete and nutritionally balanced. 

PEDIGREE products provide a complete and 

balanced diet specifically designed to ensure that 

the dog receives all the nutrients it needs to be 

happy and healthy. 

PEDIGREE PAL is the original 'dog food' and 

with recent product improvements is now even 

better thanks to tastier, meaty chunks that dogs 

really love. For the greatest breakthrough ever in 

dry dog food , PEDIGREE added moist meaty 

chunks to PEDIGREE MEATY- 

BITES®. 


Everyone is quite aware of the fact that a newborn 

baby or even a toddler does not eat exactly the 

same food as his parents. In the early stages of 

growth and development it is very important that 

puppies, like humans, get the nutrition they 

require to develop properly. Learning, playing 

and growing can be hard work. That is why 

puppy food must contain an appropriate mix of 

vitamins and minerals as well as the required 

energy levels. 

The PEDIGREE PUPPY 

PEDIGREEoffers arangeofhigh 

Pf]fQOD ONlY 

range has been specially 

quality foods to help dogs lead 

formulated to meet the 

happy, healthy lives. PEDIGREE 

nutritional requirements of L__ ____________________j 

contains meat because it 's a 

growing puppies and to loved first and foremost for what their owners 

natural source of protein that not 

only maintains strong muscles 

but also offers a taste that dogs 

encourage optimal growth and 

development. Each product 

also contains a unique blend 

perceive to be their unique personalities. The three 

most recent advertisements focus on the 

personalities of the lead dogs and in doing so 

love. PEDIGREE has 

of natural antioxidants that highlight one of the most rewarding aspects of 

developed Yitacoat®, a unique 

help maintain the immune owning a dog. 

blend of minerals and essential MINI MEATY-BITES4!> system, g iving puppies The first featured a boxer dog stealing a string 

100\ COMPlETE NIJIRITION FOR SMAll DOGS 

oils designed to help promote 

greater protection at this of sausages that he gave up for a can of PEDIGREE 

skin and coat health. PEDIGREE 

important time in their lives. PAL. The second saw an Hungarian Vizla so 

"''" BEEF & J·. . i 

also delivers an optimal balance 

VEGETABlES 

1 Puppies' specific nutritional impressed with the packaging benefits of 

& MINI MOIST 

of vitamins and minerals for 

MEA;UNK~ . .·· ,..., 

needs have been identified PEDIGREE Pouch that he buried a bone in an empty 

' . l'J .; -c"' . 

strong teeth and bone 

~- .,/~ .; 1-_ 

quite clearly. It is very pouch. The most recent featmed a sniffer dog beagle 

development. Natural dietary 

~ N~§ I _ ' important to feed them a at the airport losing control at the discovery of 

fibre leads to a healthy digestion 

specially formulated puppy some PEDIGREE MEATY-BITES. These executions 

and smal ler stools. Finally, 

have proved to be most impactful and involving 

PEDIGREE helps to strengthen the immune system 

amongst the PEDIGREE target market. 

with a unique combination of antioxidants. 

All PEDIGREE foods are developed with 

Waltham® the world's leading authority on pet 

care and nutrition and has an established reputation 

amongst pet owners, breeders, veterinarians and 

academics alike. Waltham is committed to the 

advancement of the health, longevity and wellbeing 

of dogs worldwide, applying expe1tise to the 

development of innovative, high pe1formance dog 

foods. 

PEDIGREE has a wide range of products for all 

food because puppies need up 

to one-and-a-half times the energy of adult dogs of 

the same size. Young dogs also require special 

vitamins and minerals for strong teeth and bones, 

while higher protein levels are needed for strong 

muscles and growth. Additionally their immune 

systems need strengthening at this vulnerable time 

of growth. 

The company has also developed PEDIGREE 

Senior products especially to give older dogs the 

quality of life they deserve during their golden years. 

PEDIGREE Senior products provide a nutritionally 

balanced diet that responds to an older dog's 

developing needs, including lower 

activity levels and a more sensitive 

digestive system. 

PROMOTION 

PEDIGREE promotions for many 

years have been synonymous with 

the slogan 'Top Breeders 

Recommend It'. 

PEDIGREE advertising has 

consistently communicated its 

understanding of what dogs need 

and want in order to thrive. The 

company's outstanding knowledge 

and insight into a dog's nutritional 

needs means that it has been at the 

forefront of product innovation for 

this category. In 2002, PEDIGREE 

research indicated a need to make 

communications with the market 

more contemporary. 

In discussions with customers it 

was recognised that family dogs are 

BRAND VALUES 

The PEDIGREE brand vision is to be the brand of 

choice through superior delivery of the mainstream 

customer's wish to have a healthy, happy dog for 

life. PEDIGREE understands the friendship that 

exists between the owner and the dog and enhances 

this relationship by knowing dog and owner better. 

PEDIGREE goes beyond pure science to 

observe and understand what dogs need and want 

to thrive, including their relationship with people. 

PEDIGREE translates this unique knowledge and 

insight into foods that deliver a superior 

combination of visible health and enjoyment. 

®Registered Trademarks of Master Foods Australia New Zealand. ©MasterFoods. 


PEDIGREE 

0 PEDIGREE has been a major sponsor 

for Australian Guide Dogs for the past 

35 years. 

0 Over half of all households which buy 

dog food, purchase PEDIGREE. 

0 There are approximately 3.97 million 

dogs in Australia. 

0 Pet owners make fewer annual doctor 

visits and spend less time in hospital. 

0 The average life of a dog is 11 years. 

0 There are currently 260 registered dog 

breeds in Australia. 

0 Labradors are the most registered dog 

breed in Australia. 

83

THE MARKET 

The global carbonated soft drinks market is one of 

the most hotly contested of all, with worldwide retail 

sales of Trade Mark Pepsi-Cola alone reaching $20 

billion annually. The popularity of PepsiCo 

products is stronger than ever with more than one 

out of every ten soft drink products sold worldwide 

being a PepsiCo product- totalling 44 billion lit.res 

per annum. 

In the United States, annual per capita 

consumption of carbonated soft drinks equals 188 

litt·es, making these the country's most popular 

beverage. 

In Western Europe, annual per capita 

consumption of carbonated soft drinks is closer to 

76 litres, but is growing steadily. Austt·alians' 

fondness for carbonated soft drinks is reflected in 

annual per capita consumption of 166 litt·es with 

carbonated soft drinks representing 55 per cent of 

total soft drink consumption. 

ACHIEVEMENTS 

Pepsi Cola beverages can be found around 

the globe in more than 195 countt·ies. Key 

markets include the US, China, India and 

Scandinavia. PepsiCo International also 

has a presence in emerging markets such 

as the Czech Republic, Hungary and 

Russia. 

The company prides itself on 

offering Australian teens an 

oppmtunity to interact with some 

of the world' s and Australia's 

biggest music artists and 

celebrities through its innovative 

music promotions. This included 

the unique music program, Pepsi 

Live, which aired for four years 

in Australia. The format has been 

used in a number of countries 

globally. 

Pepsi has been successfully 

positioned as a credible relevant 

cola choice for youth. 

The Pepsi logo, together with 

its famous globe icon, is ranked 

as one of the most recognisable 

logos in the world. 

HISTORY 

Mr Caleb Bradham could not 

possibly have expected Pepsi's 

future success when he 

developed his digestive aid in 

1886 made from carbonated water, 

sugar, vanilla and rare oils. It was 

sold locally in North Carolina as 

' Brad's Drink', but in 1898 

Bradham renamed his refreshing, 

energising beverage 'Pepsi Cola' 

and took it to a larger audience. 

The brand fared well over the 

next two decades but then 

shmtages of sugar and transportation, 

among other things, in 

World War I forced the company 

into bankruptcy. Charles Guth, the 

president of soda fountain chain 

Loft Industries, purchased a 

majority stake and put Pepsi into 

his stores. To economise, he used 

12 ounce beer bottles as 

containers. These initially sold for 

10 cents when the standard soft drink 

was a six-ounce and sold for 

five cents, a nickel. To boost sales, Guth cut 

his price to a nickel but kept Pepsi in the 12 

ounce bottles. 

In 1938, Walter Mack became president 

of Pepsi Cola and introduced new 

advertising backing the 12 ounce bottle 

with the jingle, "Nickel Nickel". The song 

became so popular that it was recorded 

in 55 languages. Renamed "Pepsi 

Cola Hits the spot", the tune was 

named immmtal by Life magazine 

in 1940. 

After World War II and into the 

1950s, Alfred Steele presided over 

an extended period of growth. 

Pepsi adopted standard pricing and 

a strategy to achieve a world class, 

sophisticated image, developing 

the distinctive "swirl" bottle and a 

new ad campaign, "Be Sociable, 

Have a Pepsi". This was the first 

Pepsi campaign to focus on young 

people. 

The stage was set for another 

advertising breakthrough. The 

baby-boom generation was 

heading into the future with 

optimism. Pepsi captured that spirit 

with a theme that stood the test of 

time - the Pepsi Generation. For 

more than 30 years, it was the 

common thread running through 

some of the most popular 

advertising around. The Pepsi 

Generation also introduced Diet 

Pepsi in 1964 with its own catchy 

jingle "Girlwatchers". That hit the 

Top40. 

As the '60s gave way to the 

'70s, Pepsi began to close the gap 

on its largest competitor. 

Innovations under CEO Don 

Kendall included the development 

of the fu·st two-litre bottle, along 

with plastic bottles that were lighter 

and stronger than glass. 

In the mid '70s, the Pepsi Taste 

Challenge was born. Consumer 

tests revealed that more people 

preferred the taste of Pepsi over the 

largest brand of cola, and soon the 

Challenge made its way into 

advertising. 

A long list of superstar·s have lent 

their magic to Pepsi including Michael 

Jackson, Tina Turner, Michael J Fox, Ray Charles, 

Cindy Crawford and more recently Kylie Minogue, 

Madonna, Britney Spears, Ricky Martin, Robby 

Williams, Enrique Iglesias and Beyonce Knowles. 

In 1998, Pepsi celebrated its 100' 11 anniversary 

and unveiled a new logo for the new millennium- a 

84

three dimensional globe against an ice blue 

background, which unifies the brand's graphic 

identification across the world. 

Today, the three dimensional globe has grown 

in its graphic presence on a new look logo on a 

"shard" background, themed across the entire Pepsi 

range to create a di stinctive Pepsi-look. 

THE PRODUCT 

PepsiCo International's focus on becoming the 

"Total Beverage Company" is the major 

reason for its success around 

the world, and the 

company sees huge 

potential for growth in 

the years to come while 

it reaches for this 

pinnacle. 

PepsiCo products in 

Australia include Pepsi, 

Diet Pepsi, Pepsi Max, 7UP, 

Diet 7UP, Caffeine Free Diet 

Pepsi, Mountain Dew, 

Gatorade and Propel. 

Internationally, best sellers are 

Pepsi, Pepsi Max, Diet Pepsi, 

Mountain Dew, 7UP and Gatorade. 

Other mar·kets have even wider portfolios. In 

the United States, PepsiCo also offers Sierra Mist, 

Wild Cherry Pepsi, Aquafina, Tropicana Juices and 

Sobe to name a few. 


In 1998, Pepsi launched its most aggressive attack 

on the $4.4 billion Australian cola market- asking 

one rnillion young Australians to reassess their cola 

preference. 

The Pepsi Taste Challenge took to the 

streets that year with its blind, side-by-side 

taste test between Pepsi and its largest 

competitor. This youth-focused, streetbased 

sensory experience involved 

entertainment, interactive games, 

giveaways and highly visible vehicles. 

The Challenge was supported by the 

already famous "Let your Taste 

Decide" tagline. 

In Australia, PepsiCo 

International joined forces with 

Cadbury Schweppes in October 

2000, placing Pepsi in a strong 

position for growth on the back of 

the established distribution 

network, sales and manufacturing 

systems of the bottler. The 

partnership holds a 30 per cent 

shm-e of the Australian carbonated 

soft drink market. 

At the beginning of 2001 , 

PepsiCo International acquired 

Quaker Oats, adding the Gatorade 

and Tropicana brands to the 

international po1tfolio, bringing the 

company closer to becoming the 

world' s number one "Total 

Beverage Company". 

The company is now 

internationally and locally 

focusing on creating engaging 

and exciting advertising and 

promotional campaigns through its second to none 

line up of international stars: soccer player David 

Beckham, music artists Shakira, Britney, Pink and 

Beyonce. 

Pepsi in late 2003 signed up Australian celebrities 

Holly Valance, HarTy Kewell and Chloe Maxwell to 

join the international line up, the locals featuring in 

the country's biggest-ever outdoor advertising 

campargn. 

Today, Pepsi Max is the focus of 

a new advertising and street 

sampling campaign focusing on 

20 to 30-something consumers. 

PROMOTION 

Staying on the leading edge 

of adve1tising and consumer 

promotions is the hallmark of 

PepsiCo International. In 

fact, the company is 

recognised worldwide as 

a leader in advertising, 

marketing, sales and 

promotional initiatives. 

Pepsi uses consumer promotions to deliver 

access to the best and biggest artists around the 

world, including the hottest Australian talent, for 

its target: teens and young adults. 

The "Choose your music" promotion, in 

partnership with record company EMI and web 

company Excite, gave consumers the opportunity 

to create a personalised CD by choosing their 

favourite songs. The offer was a huge success, 

with 90,000 CDs distributed in just 12 weeks. 

The following summer, Pepsi offered consumers 

the opportunity to win tickets to major music 

festivals and concerts in the "We'll take 

you there" promotion. 

In 2003, Pepsi recorded another world 

first with its Pepsi stick-its promotion, 

offering teens the opportunity to collect 

ten stickers of international music artists 

featured on the inside of the label of 

600ml bottles of Pepsi, Pepsi Max and 

Diet Pepsi. 

BRAND VALUES 

Pepsi is about taste, choice and 

a feeling of youthful optimism. 

Daring its consumers to ask for 

moreoutoftheirown lives, being 

fun and bold is what Pepsi is all 

about. 

To ensure Pepsi remains the 

"coolest" brand in the eyes of 

teens, the company maintains a 

strong connection with 

something very important in 

their lives: music and 

aspirational celebrities. 

Through celebrities, Pepsi 

can connect with all kinds of 

teens in all walks of life. Pepsi 

makes this involvement credible 

by delivering the hottest and 

most relevant international and 

local music artists and 

celebrities. Such associations 

are strengthened through 

campaigns like the "Dare for 

More" outdoor adve1tising that ties into activity 

with radio partner DMG's Nova radio stations and 

on Pepsi's own progressive website 

www.pepsi.com.au. Pepsi has always been a little 

younger, more hip and more relevant than any of 

its competitors. That is what has helped keep it 

what it is today -simple, joyful refreshment. 

0 

0 

0 

0 

0 


PEPSI 

In 1908, Pepsi-Cola became one of the 

first companies to switch its delivery 

fleet from horse-drawn car·ts to motor 

vehicles. 

A bottle of Pepsi took centt·e stage in a 

Cold War· summit in 1959 between 

Soviet premier Nikita Khrushchev and 

US vice-president Richar·d Nixon. The 

two men shar·ed a Pepsi at ar1 

international trade fair in Moscow. The 

meeting was photo-captioned in US 

media as 'Khruschchev Gets Sociable' 

in line with Pepsi's ad slogan at the 

time. 

In 1985, Pepsi made its first trip on the 

Space Shuttle, carried in a specially 

designed 'space can'. 

The winner of the Pepsi Space 

competition run in 1998/99 will be the 

first Austt·alian civilian to go into 

space. This Austt·alian comp was 

picked up by Pepsi all over the world. 

Pepsi has created more than 16 world 

firsts with the Pepsi Max Team tour, 

including one World Record officiated 

by the Guinness Book of Records - 

the most ever consecutive back flips 

on a vett ramp. 

85

THE MARKET 

3M created an entirely new market when it launched 

Post-it® Notes in 1980. It is hard to know how 

offices survived before 'Repositionable Notes' 

were invented. Go into any office today and 

computer terminals, doors, desks, and folders will 

be dotted with the familiar brightly-coloured notes. 

They have become an essential element of our 

working - and home - lives. Whether they are 

reminding us of the address for the next meeting or 

to 'Call Dave at 5 pm', the Post-it® Note is an 

example of a product we didn' t realise we needed 

until it was invented. 

Doing away with the need to scribble on pieces 

of paper and attaching notes with paper clips, Postit® 

Notes target any business which needs to 

remember, communicate and organise information. 

In other words, every business. According to 3M's 

research, secretarial is the largest slice of the Postit® 

Note market, with big users including education, 

management training and the small office/home 

office (SOHO) sector. 

Despite what everyone says about e-mail doing 

away with the hand-written word, 75 per cent of 

~ Notes!Notas 3M 

adults are described as 'note writers' or 

'messagers'. Of these, 56 per cent are heavy users 

of repositionable notes, 30 per cent are light users 

and 14 per cent don 't use them at all. Curiously, 71 

per cent of heavy repositionable note users are 

women. Women also go for the brighter coloured 

notes more than men, which partly explains why 

Post-it® Notes are now available in many more 

colours than the original Canary® Yellow. 

ACHIEVEMENTS 

The Post-it® Note was a genuinely 

important invention. Fortune Magazine 

recently recognised this when, in 

November 1999, it ranked the Post-it® 

( 

Note in its Products of the Century 

League. Alongside the paper 

clip, the Xerox photocopier 

and fax machine, the Intel 

microprocessor and the 

Apple Macintosh, 3M's 

adhesive note was judged 

to be a product that has 

helped to revolutionise 

the workplace. 

As with other brand names 

in the Fortune league - like Xerox and 

Hoover- the Post-it® is one of those rare trademarks 

which has gained fame the world over and is 

immediately identified with 3M's innovative 

repositionable yellow notes. That in itself is an 

enviable achievement and a formidable marketing 

position for any brand. 

Not surprisingly, brand awareness is very high, 

with 62 per cent spontaneous and 95 per cent 

prompted awareness. 

The Post-it® Note, and its inventor, Art Fry, have 

been suitably honoured over the years. Fry recei ved 

the Outstanding Alumni Award from the University 

of Minnesota, the Premio Smau Industrial Design 

Award from the Italian Design Association and was 

voted one of the best I 00 people in the world by 

Esquire Magazine. The product has even been 

celebrated in a book, called 'Rapid Problem Solving 

with Post-it® Notes'. 

HISTORY 

In the 1970s, 3M scientist Art Fry used to sing in a 

church choir on Sundays. His idea for the Post-it® 

Note came when he was looking for a way of 

organising musical scores and song sheets for the 

service. Making do with marks made from small 

slips of paper, he began to think of how he ideally 

needed a bookmark that would attach and detach 

lightly, stick without falling off and not damage the 

paper. 

Remembering an adhesive di scovered a few 

years earlier by another 3M scientist, Dr. Spencer 

Silver, Fry started to form his idea. Silver had been 

working on a project to create an extra strong 

adhesive, but, in the process, had inadvertently 

discovered a new 'low tack' glue. It had the peculiar 

characteristics of having a low adhesive capacity, 

yet was able to stick to paper pe1fectly and could 

be stuck and re-stuck without leaving a trace of 

adhesive behind. 

Fry ordered some of the adhesive and 

experimented putting some on the 

edge of a paper to make 

bookmarks. During the 

early stages of 

development, Fry stuck 

one of his new marks to a 

document, wrote a 

message on it, and sent it 

to hi s boss. His boss 

wrote a reply, and sent it 

back, attached to some other 

work. Later, the two realised 

they had inadvertently in vented 

a new communication tool. 

Thanks to a 3M policy of 

encouraging its employees to spend up to I 5 per 

cent of their time working on personal projects, Fry 

was able to concentrate on developing hi s idea, 

and, after eighteen months, presented it to the 

marketing department. As he had come up with a 

product that nobody realised they needed, the 

marketers needed some persuading. For a start, they 

had no idea how to test market it. Indeed, when it 

86

was test marketed in four US cities in 1977, the 

results were not good. However, some stores had 

seen extremely high sales. It turned out these were 

at places where samples had been given away free 

- al lowing people to try the 

product first. 

This persuaded 3M to 

launch a heavy 

consumer sampling 

campaign. The results 

showed that 90 per cent 

consumers who had tried Post-it® Notes 

said they would buy them. Soon after, in 1980, 3M 

launched the product nationwide in the US and 

followed with a launch into Europe. 

THE PRODUCT 

Nowadays, there is a lot more to the Post-it® Brand 

than yellow squares of sticky paper. There is now 

an entire product pmtfolio underthe Post-it® Brand 

name, offering a range of time saving solutions to 

meet various needs in the office and home. 

The original Post-it® Notes now come in square 

or rectangle-shaped, large or small format, pastel or 

neon colours, in pads, printed cubes or dispensers. 

Post-it® Flags evolved from the original Postit® 

Note idea and were launched in Australia in 

1988. Rather than being used as a communication 

tool, 3M found that some consumers were ripping 

up their Notes and using them to mark specific 

pages. With the introduction of Post-it® Flags, the 

task of organising, marking, colour coding, tabbing 

and filing paperwork became a whole lot easier. 

Post-it® Easel Pads turn walls into writing 

surfaces. They are giant sheets that can be stuck 

and re-stuck on walls without leaving traces, and 

are ideally used in group work sessions and 

brainstorms. 

Post-it® Memoboards are designed to keep 

documents within handy reach and important 

information within view without needing drawing 

pins or magnets to position them. 

Post-it® Cover-up and 

Labelling Tapes are white ';---: -':.-- c:c -:-:::: 

repositionable adhesive tape, "' 

used for correcting 

documents or to cover 

sections before photocopying. 

Although the core 

business in the original 

Camuy® Yellow colour note 

remains strong, 3M is seeing , ., 

a lot of growth with other 

0 

Post-it® Products. 


The introduction of Post-it® 

Pop-up Notes is one of the biggest 

developments of the Postit® 

concept in recent 

years. Pop-up Notes are 

easy to use with one 

hand. When a single note 

is pulled out, another 

pops up ready for use. 

They come in a variety 

of dispensers, including a 

sturdy, weighted design that is 

less likely to 'walk' from the desktop 

than a normal pad of Post-it® 

Notes. 

The latest addition to the Postit® 

Branded Note stable is a range 

of products called "Super Sticky." 

Post-it® Notes were originally 

designed for use on paper based 

items, however due to our desire to 

place them on all kinds of smfaces like 

computer monitors, doors, 

telephones, car dashboards 

and household 

appliances, a note with 'more 

stick' was required. Post-it® Super 

Sticky has a new adhesive 

technology that provides greater 

adhesion to vertical surfaces like 

those mentioned above while still 

allowing for multiple clean removals. 

PROMOTION 

When Post-it® Notes were first 

launched, the dilemma of how to 

market a product nobody knew 

they needed was to turn to 

sampling. That way, people could 

see the benefits for themselves. After the success 

of large-scale sampling in the US , the UK was used 

as a test market in 1981 , with Post-it® Notes 

flooding London's business districts. They were 

received just as enthusiastically and the initiative 

spring-boarded the product's launch across 

Australia in 1984. 

More recently, 3M has used advertising in bold 

campaigns positioning Post-it® Brand as the brand 

of preference in terms of quality, leadership and 

emotional value to the end user. Now that there are 

several other repositionable note competitor brands, 

3M aims to invest in the integrity and 'miginalleader' 

position of its Post-it® Brand. 

Backing the promotional campaigns and product 

innovations such as Super Sticky and the Premium 

?;.,--------:--~==~-:o----...;;or----------------, 

ColourNoterange, is 3M's extensive use of 

market research. User interviews and 

focus groups are used to shed 

light on how people use the 

product. Recent research 

commissioned to gather 

information about colour 

preferences, for example, 

told 3M how hundreds of 

users rated and used 

different colour palettes. 

BRAND VALUES 

The Post-it® Brand promise is to provide products 

that deliver fast, friendly, repositionable 

communication and organisation tools to help get 

the job done. 

They are designed to meet specific needs, such 

as not forgetting anything, accessing information, 

communicating quickly and managing the paper 

trail. 

As the original brand in the 

repositionable notes sector, 3M 

attaches great importance to the 

integrity of its Post-it® Brand. The 

brand that appears on the 

packaging of every Post-it® Note 

is a symbol of reliability, quality and 

innovation. 3M has a tradition of 

innovation which is second to 

none and this value is strongly 

reflected in its most famous brand. 

For further information on the 

Post-it® Brand in Australia, contact 3M Australia 

on 136-136 or access the web at www.3M.com.au. 


POST-IT®NOTES 

0 The formula for making the adhesive 

on Post-it® Notes is a closely guarded 

secret at 3M. Only a handful of 

scientists at the company know it. 

0 Over 400 Post-it® Note products are 

now sold in over 200 countries. 

0 The most common place to find a Postit® 

Note in an office is on a computer. 

0 A Post-it® Note travelled 4,800 

kilometres, through all weathers, 

attached to the back of a van. 

0 The original test marketing name of 

Post-it® Notes was the less catchy 

'Press and Peel Notes'. 

0 In Japan and China, Post-it® Notes are 

made in nruTow downwru·d stTips, to 

accommodate the writing styles. 

0 The most populru· Post-it® Note colour 

is ctmently neon pink. 

87

THE MARKET 

The Australian milk market is worth 

approximately $2.8 billion a year. National 

Foods Limited leads both the white milk 

market and the flavoured milk market with 

38.2 per cent and 41.2 per cent volume 

shares respectively. 

There are four major segments in the 

Australian milk market, based on 

butterfat content. 'Creamy' refers to 

milks with morethan4.2 percent fat while 

'milk' or 'regular' milk has a minimum 

requirement of3.2 per cent fat. 'Reduced 

fat' milk has less than 1.5 per cent fat 

and 'no fat' has less than 0.15 per cent 

fat. 

The average Australian d1inks 96 litres of milk 

per annum, with 56 per cent of this being regular 

milk. Per capita consumption varies greatly between 

States, with South Australians consuming the most. 

Tasmanians consume the most regular milk per 

capita ( 66litres) and the most reduced fat milk (29 

litres). Queenslanders drink the most no fat milk 

per capita (8liu·es) and South Australians m·ink the 

most flavoured milks (25liu·es). 

ACHIEVEMENTS 

The Pura range commands 19.4 per cent volume 

share of total fresh white milk and dominates the 

reduced fat milk segment with 24.3 per cent volume 

share. Pura is the tenth highest performing grocery 

brand in Australia (Aztec 2003), making it the fourth 

largest food brand. 

Pura is the number one branded milk player in 

grocery with 16.6 per cent volume share of fresh 

white milk. Pura Light Start is Australia's biggest 

selling reduced fat milk with a grocery 

volume market share of 19 per cent. Pura 

Tone is the nation's fastest growing no fat 

milk and the only brand of fresh white milk 

to be recommended by Weight Watchers. 

Leading the industry with innovation, National 

Foods launched PET recyclable milk bottles onto 

the Australian milk market in December 1999. The 

1.1 litre recyclable bottle provides the benefit of 

pack clarity without the food safety issues of glass. 

Today Pura Milk, Pma Light Start, Pura Tone, Pura 

Gold and new Pma Boost are sold in this pack. 

National Foods owns some of Australia's 

favourite, market-leading flavoured milk brands. 

Farmers Union Iced Coffee is Australia's number 

one selling flavoured milk brand. Big M is the market 

leading flavoured milk in Victoria with a 61 per cent 

share, and is the largest flavoured milk brand on 

the east coast. Masters is the market leading 

flavoured milk brand in WA with a 60 per cent share. 

Classic leads Tasmania with 70 per cent market 

share. In South Australia, the brand is also strong 

with 22 per cent market share, second only to 

Farmers Union Iced Coffee. 

HISTORY 

The Pura brand was established in 1934 

when German farmer Albert Siebel 

purchased a dairy in Preston, Victoria and 

named it the Pura Dairy. From a one-cart 

dairy delivering to only a few streets, Pura 

grew to become the best known milk 

brand in Victoria. By 1964, Pura Dairy 

supplied 32 per cent of Melbourne's milk. 

In 1991 , the Pura Dairy combined with 

other food related entities to form National 

Foods Limited. Initially the company 

consisted of a number of dairy, juice and 

salt packaging businesses but it is now 

---~:'1 firmly focused on the dairy industry with 

a portfolio of leading brands in the milk, 

fresh dairy foods and specialty cheese markets. 

Today, National Foods is Australia's largest and 

only national fresh milk processor, with an annual 

turnover in excess of $1.2 billion. It is li sted on the 

Australian Stock Exchange and has production 

facilities and sales offices in every State. 

THE PRODUCT 

Pura offers the most extensive range of exciting, 

contemporary and nutritious milk products to meet 

the needs of all Australians. 

With its combination of natural vitamins, minerals 

and calcium, and containing less than 4 per cent 

fat, Pura Milk provides nourishment for the whole 

family. 

Pura Light Start, with only 1 per cent fat and 99 

per cent taste, offers healthy nourishment without 

compromising on taste. Just one glass of Pura Light 

Start provides nearly half of daily calcium 

requirements and the fresh taste makes it the 

preferred reduced fat milk in Australia. It has the 

tick of approval from the National Heart Foundation. 

There is no compromise on taste with Pura Tone. 

The brand combines no fat with a delicious, creamy 

88

flavour. Pura Tone is 40 per cent higher in both 

protein and calcium than regular milk, and offers 

the added benefit of 'no cholesterol.' It also has 

the Heart Foundation tick on every pack and is 

endorsed by Weight Watchers. 

Bone health has never been so important with 

Australia's rapidly ageing population. In addition 

to calcium, Pura Boost contains Vitamin D and 

phosphorus - a unique combination of bone 

building nutrients designed to promote optimal 

bone strength. Ultra-high in calcium and low in fat, 

Pura Boost provides the natural benefits of dairy 

calcium and more with a delicious milk flavour. 

Pura Gold is the extra creamy milk that tastes 

deliciously rich. Pura Gold offers a creamy milk taste 

and is great for creamy coffee and baking. 

Pura Cafe makes a good coffee great. It is the 

milk developed exclusively to meet the specific and 

unique needs of discerning coffee lovers. 

Pura Classic is a distinctive brand of flavoured 

milk which is well known for its strong, smooth and 

real fl avours. Pura Classic is National Foods' only 

flavoured milk brand available in all States. There 

are 11 different Classic flavours available including 

two light products. A selection of these flavours is 

available in each State. 

Each year, Australian flavoured milk drinkers 

consume in excess of 22 million litres of Farmers 

Union Iced Coffee. The Farmers Union Feel Good 

brand appeals to the health conscious consumer 

with its range of! ow fat flavoured milks that contain 

no added sugar. 


Pura Boost, the latest addition to the Pura brand, 

was launched in Western Australia in October 2002. 

This ultra-high calcium, low fat milk has captured 

over one-third of the growing calcium-enriched 

segment in this mar·ket, and is now also available in 

New South Wales and South Australia. The Pura 

Boost launch has been supported with a television 

commercial, and a heavy sampling and medical PR 

campaign that focuses on the impmtance of strong, 

healthy bones. 

A new television commercial was launched for 

Farmers Union Iced Coffee in August 2003. It 

features a crane driver going to extreme lengths to 

get his Far·mers Union Iced Coffee: 'It's a Farmers 

Union Iced Coffee or it's nothing'. 

The Masters Cows are back! A new Masters 

television commercial went to air in Western 

Australia in September 2003. It features the Masters 

cows working in a mechanics workshop called 

'Cowboys & Engines'. 

Big M has seen the launch of new products, 

new packaging and a new campaign. In October 

2003, Big M Light Chocolate and Iced Coffee 

var·iants were launched. These products ar·e 99 per 

cent fat free. New packaging maintains the boldness 

of the Big M logo, with a more vibrant look and 

feel. 

Finally, a new campaign was launched for Big M 

based ar·ound the idea that people feel as though 

they can do anything after 

consuming Big M 

flavoured milk. The 

commercials always 

feature a funny twist, and 

the tag line is " THINK 

BIG.. but not too big" . 

In line with the Classic 

promise and 

consumer interest in new 

flavours, French Vanilla 

Cappuccino was 

introduced in February 

2003. It is now one of the 

top selling Classic 

flavours nationally. The Classic packaging has been 

updated to strongly communicate 

the appetite appeal and the 

distinctiveness of each flavour 

variant. The new packaging 

maintains the strength of the 

Classic brand but offers a modern 

twist. 

PROMOTION 

National Foods invests in a broad range of 

adve1tising media to suppo1t the brands and build 

Waist not. 

brand values. Above-the-line media has seen 

contemporary television campaigns developed for 

Pura Light Start, Pura Tone, Pura Boost, Big M, 

Far·mers Union Iced Coffee, Classic and Masters. 

Pura Milk is the naming rights sponsor of 

Australia's four day 

domestic cricket 

competition, the Pura 

Cup. Far·mers Union Iced 

Coffee and Masters 

sponsor AFL teams 

across Australia 

including the Adelaide, 

Port Adelaide, West Coast 

Eagles and Geelong 

Football Clubs. In Rugby 

League, Pura Milk 

sponsors the Newcastle 

Knights and also has a 

strong relationship with 

NBL's Adelaide 36ers. 

National Foods also supports agricultural shows 

and lifestyle events such as the 'Melbourne Flower 

and Garden Show', 'Sydney in Bloom' and 'Floriade' 

in CanbeJTa. 

In 1993, Kieren Perkins signed a long-term 

sponsorship agreement to endorse Pura Light Start. 

This successful union has lead to the brand 

affectionately becoming known as 'Kieren' s milk.' 

Store level support is a major focus, with onpack 

promotions and point of sale displays. Pura 

store signage and point of sale material is seen 

across the nation in many milk bar·s, convenience 

stores and grocery outlets. 

BRAND VALUES 

Pura milks are founded on the core principles of 

freshness and quality. This is summed up clearly 

NATIONAL with 'Pure Fresh Pura.' St:rongfamily values 

FOODS of wholesome nounshment, trustwoJthiness 

"" •nd wellbeing ru-e reflected ;n the b"nd' 


PURA 

0 Pura is Ausu·alia' s only national milk 

brand. 

0 National Foods has over one-third of 

the Australian milk mar·ket- one in three 

Australians consumes a National 

Foods product each day. 

0 Approximately every fifth bottle or 

carton of fresh white milk sold in 

Australia is Pma. 

0 Pura Light Start is Australia's leading 

reduced fat milk brand. 

89

THE MARKET 

Qantas is Australia's leading domestic airline, 

operating more than 5,000 domestic flights a week 

and serving about 58 destinations in all states and 

mainland territories. Qantas operates nearly 540 

international flights every week, offering services 

to about 77 destinations in 32 countries. The airline 

serves major cities in the Asia/Pacific region, the 

UK, Europe, Nmth America, South America and 

southern Africa. 

International Air Transport Association (lATA) 

comparisons for the 2002 calendar year show that 

Qantas is the world 's I I ' 11 largest airline in terms of 

Revenue Passenger Kilometres (RPKs). The Qantas 

Group carried nearly 29 million passengers in 2003. 

It employs approximately 34,000 people worldwide. 

ACHIEVEMENTS 

Qantas has a widely acknowledged history of 

innovation. As early as 1958, it pioneered a roundthe-world 

service, with two Super Constellations 

circumnavigating the globe in opposite directions. 

In I 979 it was the first airline to introduce Business 

Class. 

Qantas has twice won the prestigious 

Cumberbatch trophy- awarded by the British Guild 

of Air Pilots and Air Navigators for safety and 

reliability. 

Qantas is committed to the highest standards of 

corporate social responsibility and is a proud 

financial and hands-on suppmter of a wide range 

of community, atts and sporting organisations. In 

April 2003, Qantas was awarded the inaugural 

Queensland Community Foundation Award in 

recognition of the company' s ongoing support of 

communities in need, with particular mention of 

Qantas' efforts following the tragic bombings in 

Bali in October2002. 

In 2003 Qantas and long-term partner UNICEF 

were awarded the Australian Fi nancial 

Review Magazine's award for 

outstanding lo ng-term 

partnership. 

HISTORY 

Qantas was established by 

pioneer aviators Paul 

McGinness and Wilmot 

Hudson Fysh on their return 

from service with the Australian 

Flying Corps in World War I, 

and grazier, Fergus McMaster. 

It was registered in Brisbane on 

I 6 November I 920. T he 

company takes its name from the 

initial letters in the words in 

the original registered title - 

Queensland and Northern 

Territory Aerial Services 

Limited. The company began 

its operations with joy rides 

and air taxi. flights. Regular 

scheduled airmail an d 

passenger services began 

on 2 November 1922, from 

Charleville to Cloncurry in 

rural Queensland. The 

journey of 923 kilometres 

took two days with an 

overnight stop at Longreach. 

In 1919 McGinness and 

Hudson Fysh were 

commissioned to find suitable 

landing grounds for a Great 

Britain-Australia air race. After 

completing the survey in a 

Model T Ford, they were 

convinced that air travel was the 

ideal alternative for crossing 

sparsely populated country 

where roads were almost nonexistent. 

McGinness soon 

pursued other interests, Fysh - 

later Sir Hudson - remained with the 

company for 46 yem·s. He was knighted 

in 1953 and retit-ed as Chainnan in 1966. 

Qantas has played a key role in the 

development of Australian and 

international aviation. In 1928 it 

operated the first flying doctor service 

for the Reverend John Flynn' s 

Australian Inland Mission. In 193 1 

Qantas made its first link with Imperial 

Airways (a predecessor 

of British Airways) when it 

catTied mail to Datwin as patt 

of an experimental Australia 

UKservice. 

The yew· 1934 saw the 

formation of Qantas 

Empire Airways Limited, 

with Imperial Airways 

holding 50 per cent. The 

two airlines began regular 

Australia-UK services in 

December 1934, initially 

cm-rying only mail. 

A Qantas aircraft flew 

_ _, ••••• IJ:~.... 

overseas fo r the first time in 

February 1935 when a DH86 

operated the Brisbane to 

Singapore section of the 

service, and the first Qantas 

overseas passenger left 

Brisbane for Singapore in 

April 1935. Four-engined 

Shorts 'Empire' flying boats 

brought new levels oflux.ury 

and comfort to the Australia 

UKservicefromJuly 1938. 

THE PRODUCT 

All Qantas aircraft are 

maintained to the hi ghest 

standards and are flown by 

some of the world's most 

experienced pilots. Qantas 

also undettakes engineering, 

pilot and cabin crew training 

for customer airlines. 

Qantas' total fleet 

currently includes nearl y 

200 aircraft, with a core fleet 

of about 133 jet aircraft used 

on international and main 

national routes. 

With more than 3.8 million 

members, the Qantas Frequent 

Flyer Program is th e largest 

Australian-based airline loyalty 

program. Frequent Flyer points can 

be redeemed for air travel on Qantas 

and pmtner oneworld airlines, hotel 

stays, and car hire companies. 

The Qantas Club progrmn provides 

members with access to a network of 

Qantas Club and associated lounges in 

Australia and m·ound the world. The 

lounges provide a quality environment for passengers 

to relax or do business before flying. 

In just five years, oneworld has established itself 

as the most global of the world's airline allimces. Cun-ent 

members comprise nine of the world's leading airlines 

- Qantas, Aer Lingus, American Airlines, British 

Airways, Cathay Pacific, Finnair, Iberia, LanChile and 

Swiss. The alliance provides services to some 575 

destinations in around 135 countries. In 2003, oneworld 

member airlines carried nem·ly 220 million passengers 

(equivalent to one in 30 of the world's population), 

flew some 2.25 billion miles (equivalent to around 12 

return trips to the sun) and operated around three 

million flights. 

90

The alliance's members work together to make 

travel across their combined networks as smooth 

as possible, through extensive codesharing and 

by locating close to one another at key connecting 

airports wherever possible. For more information, 

see www.oneworld.com 

Qantas Freight generates revenue in excess of 

A$700 million per annum. Qantas has been carrying 

freight since the airline' s inaugural service in 

November I 922 and uplifting international airmail 

since the airline's first international flight between 

Darwin and Singapore in February I 935. 

Freight capacity has been further increased on 

the Qantas network with the stmt-up of Australian 

Air lines, an international, all economy class, full 

service CaiTier, in October 2002. Australian Airlines 

flies to destinations in Japan as well as Singapore, 

Hong Kong, Indonesia and Malaysia. 


Qm1tas has invested in a $385 million dollar overhaul 

of its International Business Class, featuring the 

state-of-the-art sleeper seat, Skybed, and a range 

of other product and service 

enhancements that have set new 

stand ards for business travel. 

Skybed was designed by Australian 

industri al designer Marc Newson 

and developed by USA-based 

manufacturer BE Aerospace in 

association with Qantas 

engi neering. It offers a sleek, 

contemporary design and a 

range of innovative features 

that provide maximum comfort, 

conveni e nce a nd flexibility for 

customers. 

In em·Iy 2004, Skybed won a , 

Good Design Award from the 

Chicago Athenaeum Museum of 

Architecture and Design - one of the 

world's oldest and most prestigious 

international design awards. 

Qantas has also introduced a selfservice 

Business Bm·, again designed by 

Marc Newson, that offers a range of 

premium snacks and beverages, in 

addition to the regulm· meal services. 

A new mood lighting system has been 

designed exclusively for Qantas and is 

the first of its kind in the skies. 

Customers can also take advantage of 

the Qantas Short Message Service 

(SMS) system, also launched wi th the 

airline' s new International Business 

Class. The new Qantas system allows 

customers in all classes to send 

messages using their in-seat telephone 

handset, and also to receive replies - a 

service that is a world first. The service 

is being installed progressively on the 

airline's internationa1747-400s. Inflight 

customers can send messages of up to 

160 characters to any SMS compatible '--------~'--=~-------......~--='----___j 

mobile phone or email address. People receiving 

the messages on the ground can reply to the 

passenger inflight, using the normal reply facility 

on either their mobile telephone or e-mail function, 

with the reply automatically routed back to the 

originating seat. The new service gives customers 

access to fami ly, friends and business while flying. 

Other enhancements include new catering 

options designed by Australian chef Neil Perry with 

health and express meal options, a "silver service" 

style of meal delivery, as well as a ran ge of 

refreshments available throughout the flight and 

prepared to order. 

Busi ness and First Class customers now also 

enjoy new luxury amenity kits. Qantas staff began 

wearing distinctive new uni forms designed by 

Australian fashion designer Peter Morrissey 

in 2003. The uniforms m·e contemporm-y and 

stylish as well as durable, flexible and 

comfmtable. Balarinji Design Studio made 

an important contribution to the overall 

design with John a nd Ros Moriaty 

developing a new textile design, Wirriyarra. 

Balarinj i is the company behind the 

company's distinctive Aboriginal 

painted aircraft. 

BRAND VALUES 

Qantas is one of Australia ' s 

leading brands, with the 

kangm·oo symbol representing a 

proud history focused on reliability, 

safety, engineering excellence and 

customer service. These values have recently been 

recognised by many awards: 

Airline of the Year for 2004, leading international 

aviation magazine Air Transpmt World. Best Airline 

to the Pacific, New Zealand and Austral ia, the 

prestigious UK Travel Weekly Globe Awards. Best 

Airline (International, Domestic and Regional) and 

special awm·d for Outstanding Contribution by a 

Company, National Travel Industry Awm·ds (2003) 

and Best Airline (2002 and 1999). World Airline 

Entettai.nment Association Avion Awm·ds for Best 

Overall Inflight Entertainment (2003 and 2002). 

Wholesaler of the Year (Qantas Holidays), National 

Travel Industry Awm·ds (2003 and I 997-200 I). Best 

Cargo Airline to Australia by Air Cm·go News (2003 ). 

Best International Affi nity Card for the Qantas 

Telstra Visa Cm·d, Freddie Awm·ds (2002 and 2000). 

Best Airline in Australasia/Pacific, OAG UK Airline 

of the Year Awards (2002 and 2000). Banksia 

Environment Award to Qantas and Yisy for 

packaging and recycling of in-flight meals (2002). 

Airline with the best corporate image in both 

domestic and international categories by Australian 

National Business Bulletin magazine (200 I). 


QANTAS 

0 On average, a oneworld flight depm·ts 

or lands somewhere in the world every 

five seconds. 

0 A Qm1tas engineer invented the 'black 

box.' flight recorder. 

0 Hollywood superstar John Travolta 

became a Qantas staff member in 

June 2002, m1d em·ned hi s 747 wings. 

0 Qantas is the oldest continually 

operating airline in the world. 

0 The design on Wunala Dreat11.ing- the 

red Qantas 747-400 painted with an 

Aboriginal design- includes 1324 

irregulm· dots. 

0 A Qantas engineer invented the 

inflatable safety slide. 

91

HOME LOANS 

THE MARKET 

Buying a house is the biggest single 

purchase most people make and ,.,:;·,)':.,..,.,,:.._ 

Australia's rate of home ownership is 

among the world's highest. Currently, 

more than 70 per cent of the country's 

adult population is either buying a home 

or owns it outright. 

RAMS Home Loans was launched as 

a retail brand in 1995. Its prime objective, 

from the outset, was to give home buyers 

a competitive source of home finance. 

RAMS offered a flexible, customeroriented 

alternative to that provided by 

the banks which, at the time, 

monopolised the market and offered few 

if any loan options. 

Today, the Australian residential 

mortgage market is one of the most 

competitive and innovative in the world. 

Since deregulation of the finance 

industry in the 1990s, mortgage 

specialists like RAMS Home Loans have .._--"-"-".::...:.t:'-"----"-.:__-"'"""'-'-----....::..:....=---...:!."---==~'----= 

excelled in this market by introducing 

unique and innovative products and g1vmg 

customers the options and service they have 

always wanted. 

ACHIEVEMENTS 

RAMS Home Loans has more than 70,000 

customers and a loan book of close to $7 billion. 

The Sydney-based company is now one of 

Australia's largest non-bank home loan originators. 

The company prides itself on constant 

innovation, as expressed by the company's motto: 

A Better Way. This reflects its vigorous pursuit of 

a product portfolio relevant to customer needs, 

offering greater choice, more flexibility and easier 

access across the different sales channels. 

RAMS funds its loans through securitisation 

and was among the first in the Australian and 

European markets to issue securities backed by 

Australian residential mortgages. To date the 

company has undertaken 13 such issues. All 

RAMS' senior bonds have been awarded a triple 

A rating by the rating agency Moody's - the 

highest attainable. 

HISTORY 

RAMS Home Loans was founded by John 

Kinghorn and an association of dynamic individuals 

with expertise in marketing and finance. The 

Australian entrepreneur took the bold step of 

entering the home loans market when it was 

completely dominated by Australia's big four banks. 

By 2000, RAMS was the only mm1gage supplier 

to originate, service and fund all of its loans within 


RAMS Home Loans initially operated through 

its call centre, 13-RAMS (13-7267), its website 

www.rams.com.au and a team of mobile home loan 

managers. However, in 2000 RAMS recognised the 

growth of alternative distribution channels and 

their expected impact on the home loan market. To 

take advantage of this new development, the 

company entered the mortgage broker market and 

set up a dedicated business channel to support 

and service mortgage brokers selling RAMS' home 

loans. 

In just three years, the channel 

has expanded rapidly and, 

through its relationships with the 

major broking groups in 

Australia, now delivers a 

significant share of RAMS' total 

business volume. The rapid 

growth reflects RAMS' ability to 

provide a demanding, competitive 

market with the very highest 

levels of service and product 

innovation. 

RAMS Home Loans is now 

poised to extend its reach into the 

high streets of Australia, building 

on its existing e-sales (telephone/ 

Internet), mobile and mo11gage broker 

distribution channels. 

THE PRODUCT 

RAMS has always been an innovator in 

mortgage products and service. The 

company regularly reviews its range to 

ensure it remains highly competitive 

while providing real choice and value and 

meeting the needs of all home loan 

customers. 

At the time of publication, early 2004, 

the company's loan portfolio includes: 

RAMS SmartWay Home Loan: an 

award-winning 'all-in-one' home loan 

RAMS Better Offset Home Loan: 

enabling customers to save interest 

every day with a full I 00 per cent offset 

RAMS Basic Line of Credit Home 

Loan: providing customers with access 

to their available credit at low interest 

rates 

RAMS Easy Start Home Loan: a 

discounted variable rate for the first three years of 

the loan 

RAMS Low Doc Home Loans: a choice of 

two home loans- a fully featured standard loan or 

an all-in-one loan -helping customers to obtain a 

home loan with a minimum amount of paperwork 

and fuss 

RAMS Basic Home Loan: a no-frills, lowrate 

loan. 

A number of value-added features are avai lable 

across the po11folio including redraw, I 00 per cent 

offset, loan splitting, pm1ability, on-line access and 

lifestyle options. 

Through its Homextra range, RAMS also offers 

92

a range of complementary products and 

services. These include credit 

protection insurance, silver and gold 

RAMS credit cards, and alliances with 

two in -house (but separate) 

companies that offer property 

conveyancing and investment 

property consultation. 


In 2002 RAMS opened two Home Loans Centres in 

Sydney on a trial basis. They proved extremely 

popular with customers who appreciated the ability 

to discuss their needs face-to-face with a RAMS 

Home Loans Manager. 

The trial clearly demonstrated the potential of 

this style of customer service to enhance the reach 

of RAMS Home Loans products. This led to a 

comprehensive review ofthe business and in early 

2003, RAMS announced the rollout of a new 

network of franchise RAMS Home Loans Centres. 

The Centres operate from major suburban and 

regional locations across Australia and significantly 

increase the coverage and accessibility of RAMS' 

products. 

Run as franchises, the Centres are owned and 

operated by successful local lenders working in 

partnership with RAMS Home Loans. They are 

fully supp011ed by the strength of the RAMS brand. 

The RAMS franchise model is unique in the 

marketplace and places the emphasis on customer 

retention and ongoing customer relationships. This 

is consistent with RAMS' commitment to ensuring 

the highest standards of customer service, not just 

at the beginning but throughout the life of a loan. 

The Home Loans Centres complement and 

enhance the existing sales channels and 

demonstrate RAMS' commitment to growing its 

presence in the highly competitive home loan 

market. 

The high level of interest received from potential 

franchisees is a positive endorsement of the RAMS 

brand and of the way the company does business. 

As a result, RAMS is cmTently tracking 

well ahead of its plan to open some 50 

Centres across Australia by the end of 

2004. 

In 2002 RAMS also announced a 

strategic relationship with Unisys, the 

worldwide information technology 

services and solutions company. Unisys 

provides RAMS with a market-leading 

technology infrastructure and customer 

servicing to support the needs of the growing 

business. The relationship enables RAMS to offer 

customers an enhanced quality of service as well 

as improving RAMS' speed to market and 

operational efficiencies. 

PROMOTION 

RAMS uses television, radio and other media to 

communicate with its target markets. RAMS has 

adve11ised extensively on both television and radio 

and achieved an extraordinarily high level of recall 

for its campaigns. These use real RAMS 

customers, talking about their home ~""'":~--l!!!!!lll .... 

loan experiences with RAMS and 

what they like about RAMS' people 

and products, to illustrate the core 

message of RAMS -A Better Way. 

The iconic 'Raymond the Ram' and 

the fluffy RAMS sheep slippers are used to 

create unique, readily recalled imagery that 

communicates the warm and friendly brand values 

synonymous with RAMS Home Loans. 

The RAMS brand is fm1her reinforced by the 

presence of the franchise Home Loans Centres and 

their marketing activities within their local 

communities. This will continue to grow as the 

network expands over the next 18 months. 

Through its sponsorship program, RAMS Home 

Loans actively suppm1s a wide range of community 

organisations and RAMS Home Loans Centres are 

encouraged to participate at a local level. 

RAMS is a major sponsor of Surf Educate 

Australia, a company dedicated to teaching children 

of both primary and high school age surf awareness 

and safety skills. This practical community smf 

education program is coordinated through schools 

in New South Wales, Queensland, Victoria and 

Western Australia. 

RAMS is also the naming rights sponsor of 

Athletics New South Wales. By developing and 

promoting athletics within the state, Athletics New 

South Wales plays an active part in the community 

providing programs and competitions that 

encourage participation, fitness and a healthy 

lifestyle, whilst helping many 

talented young individuals 

achieve their sporting dreams. 

A number of smaller 

organisations across Australia 

also benefit from the RAMS 

sponsorship program. 

BRAND VALUES 

In less than ten years, RAMS 

Home Loans has become one of 

Australia's most trusted financial 

services brands. Independent 

research shows that RAMS 

consistently achieves high levels 

of awareness and consideration 

and compares strongly with the banks, which 

sometimes have over 100 years of history in the 

market. 

RAMS aims to help its customers achieve lasting 

security through home ownership, by providing 

unrivalled service in every aspect of home-related 

finance. RAMS offers consumers 'A Better Way' 

by tailoring its products to suit their exact needs 

and recruiting staff and franchisees who can 

demonstrate their commitment to 

the brand and to RAMS 

customers. 

The RAMS brand is seen 

as warm, friendly, innovative, 

straight-talking and easy to 

deal with. This message is 

consistently reinforced 

throughout all RAMS marketing 

communications - from loyalty programs for 

existing customers to radio and other adve11ising 

to potential new customers. 

The achievements of the RAMS brand, its staff 

and business partners have been recognised by 

many industry awards; in the past two years, RAMS 

has won a total of S Australian Mm1gage Awards. 

In 2003, RAMS won 'Best Brand' and 'Most 

Effective Internet Presence' and in 2002 won 'Best 

Retail or Franchise Operation', 'Best Advertising' 

and 'Sales Manager of the Year' . 

I 


RAMS 

0 The RAMS website www.rams.com.au 

receives over 100,000 hits a month and, 

in 2002, was ranked as the second most 

visited Australian mo11gage industry 

site by Australian Mortgage 

Professional. 

0 In October 200 I, RAMS issued 

Australia's largest ever domestic 

Residential Mm1gage Backed 

Seetuities (RMBS) transaction - an 

A$1.45 billion bond issue. In August 

2003, RAMS also issued Australia's 

largest ever Euro RMBS transaction - a 

US$1.1 billion (equivalent) bond issue. 

0 RAMS is an acronym meaning 

'Registered Australian Mm1gage 

Securities'. It is one of Australia's 

largest p1ivately owned Australian 

finance companies. 

0 RAMS was the first financial 

institution to use an alpha-numeric 

phone number to create brand recall 

and ease of response - '13 RAMS, 

that's 13 7267'. 

93

ALWAYS RELY ON 

REFLEX 

THE MARKET 

Rapid advances in technology and the consequent 

growth of office and home printers have 

consistently enhanced the role of paper in business. 

Today, paper is more relevant to consumers than at 

any time in its history: Australia alone uses more 

than 200,000 tonnes of office paper annually- the 

equivalent of 80 mill ion individual reams. 

Paper has also successfully built on its flexible 

support role in businesses and homes. The unique 

physical propetties of paper allow people to use it 

in highly individual ways making it a very human 

technology. 

With so many benefits, paper may seem an 

obvious product to brand, but when Reflex was 

released in 1984, the market was almost 

undifferentiated in the minds of consumers. 

Reflex changed this thinking with the brand 

proposition that papers weren't all the same and 

that consistent petformance was relative to quality. 

Reflex now leads the office papers market in 

Australia in terms of both market share and 

awareness (close to I 00 per cent across business 

and home segments). 

ACHIEVEMENTS 

On the back of an aggressive marketing campaign, 

which included the world's first television 

commercials for paper, Reflex was an almost 

overnight success. Within two months of its 

launch, sales at Associated Pulp and Paper Mills 

(APPM) had lifted 172 per cent against the same 

quruter in the previous year, with the Reflex brand a 

driving influence. 

The early years also saw the beginning of 

Reflex ' s commitment to meeting chru1ging 

consumer needs. Within a year 

of its launch, a new range of 

Reflex Colours was released. 

This spirit of constant 

evolution also saw the release 

of Reflex Laser for high-speed 

equipment in 1991, Reflex 

UniJetfor ink jet printers in 200 I, 

and new lines including Reflex 

35 per cent Recycled in 2002. 

HISTORY 

Invented in ancient China, 

paper is a natural product, 

which is recyclable, 

biodegradable, 

and 

manufactmed 

from renewable resources. Over 

1800 years, it has been refined into 

one of the world's most useful tools 

for generating and communicating 

ideas. 

Reflex began life as '127N Copy Paper' 

made by APPM at the Burnie Mill in Tasmania in 

the eru·Iy 1980s. In 1984, APPM relaunched 127N 

Copy Paper as Reflex. 

From the beginning, the company was faced with 

significant challenges, as copy paper was generally 

considered to be a commodity product. For APPM, 

this meant communicating Reflex's benefits to a 

mru"ket that had previously seldom differentiated 

between papers. 

The answer was a powerful integrated mru·keting 

campaign and for the first time in Australian history, 

the office paper industry had a product that 

customers were asking for by name. 

In 1993, APPM became known as Australian 

Paper and is now a subsidiru·y of the PaperlinX 

group. Since 1994 Reflex has been 

made at the Maryvale Paper Mill 

Victoria which is 

Australia' s largest 

paper-making 

complex. 

With a turnover in 

the 2002/3 financial yeru· of 

$1.1 billion, Australian Paper and 

its suppliers employ more than 1700 full 

time workers, and a significant number of others. 

THE PRODUCT 

Reflex's success wasn ' t simply the culmination of 

a clever marketing campaign. It lived up to its 

advertising claims. 

Reflex has always been extremely reliable - a 

feature that has since formed the basis of its 

personality. It was a reliable performer, widely 

available, and it offered a good level of whiteness 

and excellent consistency from ream to ream. 

Reflex has always placed a strong emphasis on 

quality control, demonstrated in Reflex's 100 per 

cent guru·antee. The stringent testing begins when 

Reflex is in the paper machine. A processing 

scanner automatically measures paper grammage, 

thickness, moisture, and colour, 311d feeds the 

information to a central computer. Samples from 

each finished batch are then tested on latest 

technology printers and copiers to ensure 

petformance to the required standards. 

Another key to the br311d's success has been 

Reflex's commitment to change. Eru·ly in its braJ1d 

life, Reflex recognized that different papers were 

required for different tasks. During the technology 

boom, when people began printing and copying 

more documents at home and in the office, Reflex 

continued to create new products to satisfy 

consumer needs. 

By 1991, Reflex was available in three different 

weights, a rlli1ge of six colours, ru1d specialist 

vru·iations for high- and medium-speed laser printing, 

94

presentation and archival 

use. 

Customer service also 

remains an important part of 

the company ethic through 

the Reflex consumer hotline 

and branded website. 


Reflex continues to be 

proactive in identifying 

customer needs, and 

tailoring products to meet 

them. 

In 2002, extensive mru·ket and consumer research 

into paper usage patterns and attitudes culminated 

in the trial and subsequent release of six new Reflex 

lines. 

Among other things, the research found that 

many consumers preferred to print drafts and make 

corrections on hard copy. This led to the 

introduction of Reflex Draft-an economical, lighter 

weight paper ideal for draft documents. 

Similarly, research indicated that many 

customers were concerned about waste, yet 

unwilling to compromise on paper quality. This 

resulted in the creation of Reflex 35 per cent 

Recycled. 

Other new products include Reflex AS (ideal for 

memos and notes), Reflex 300-Sheet Handy Pack 

(for low volume users), Reflex 700-Sheet Bulk Pack 

(for high volume users), and Reflex Presentation 

I OOgsm (ideal for proposals, school projects and 

other impOitant documents). 

New products flow from the evolution of 

technology as well as market reseru·ch. Reflex Inkjet 

paper is produced in prutnership with a leading 

Japanese ink jet paper manufacturer and is designed 

to give customers superior results with colour inkjet 

printers. 

The Reflex pack has also evolved. 

Protection from moisture is an essential 

function of the Reflex wrapper, and an online 

video monitoring system automatically 

rejects any packs which fail to meet the 

strict tolerances. 

In mid 2002, the Reflex packaging design 

was reviewed. Shaped by broad consumer 

reseru·ch, the new design is simpler and more 

strean1lined, yet still instantly recognisable 

as Reflex. On-pack information has been 

carefully selected and arranged to 

convey the pack's contents 

as well as the Reflex 

guru·antee, consumer hotline 

and Australian origin. 

To keep the brand at the 

forefront of quality, Reflex 

has invested more than $300 

million in world-class 

technology in the MS paper 

machine at Mru-yvale Mill. 

Reflex also recently 

upgraded its website into a 

knowledge centre. Awarded 

the prestigious Melbourne 

Advertising and Design Club 

Bronze Prize for Best 

Consumer Website in May 

2003, the website offers 

extensive tips on 

creating impressive 

documents, printing 

photographs at home, 

and other ways to 

make the most of Reflex 

paper. 

PROMOTION 

Since its launch, 

innovative television 

advertisements have 

been an impmtant prut 

of the Reflex mru·keting 

strategy. Reflex was the first brand in the world to 

advertise office paper through television, and by 

promoting the Reflex message- 'always rely on 

Reflex' -directly to the public, the advertisements 

helped win the hearts and minds of Australian 

consumers. 

By necessity, the first television commercials 

were extremely low budget. The Chairman, which 

screened in 1984, was 

designed to be quirky and 

idiosyncratic to the point 

of self-parody. Because 

Reflex was a new brand, 

the aim was to create a 

highly memorable, 

branded campaign, and 

The Chairman achieved 

this- attracting a genuine 

cult following. 

Also extremely 

Never rely 

on Jason ... 

successful were the 1986 

Reflex Action television 

commercials- the genesis 

of Reflex's famous 

'always rely on Reflex' 

tagline. Shot before the 

advent of digital special effects, the set of 

four commercials (including the 'spinning 

chair' and 'falling ladder') were visually 

stunning, and created a great deal of 

awareness of the Reflex braJ1d. 

In 1996, Reflex first broadcast the 

fan1ous bungee jump advertisement, in 

which an office worker soru·s through the 

central well of an office building to lift a 

pack ofReflex from a deliveryman' s trolley. 

It was one of the most popular Reflex 

can1paigns, and was brought back for an 

encore in 2001 when it once 

again achieved excellent 

results. 

More recently, Reflex 

televised a series of 

commercials based ru·ound 

the premise that people in 

·offices might be unreliable, 

but it is possible to 'always 

rely on Reflex'. Created by 

M&C Saatchi, these 

advertisements featuring 

Jason, Zena and Adam 

have won several awards, 

including the 2002 Young 

Guns award for Best 

Direction, two ATV 2003 

trophies including Best Humour 

and a fmther ATV commendation for Commercial 

of the Year. 

BRAND VALUES 

Reflex understands that paper is an essentially 

hum311 and practical technology, and Australi311 

Paper has created products designed to match 

people's ch311ging needs. The Reflex br311d is 

focused on providing customers with the optimum 

range of Reflex products to achieve their business 

and personal goals. 

As an employer of many Australians, Reflex 

strives to be a brand that customers and the wider 

community can truly rely on- not just for its high 

quality products, but for community support 

through projects such as the Australian Paper 

Making Tracks Program, developed in prutnership 

with the Conservation Volunteers of Australia. As 

the home of Reflex, the Maryvale paper mill 

operates according to strict EPA and community 

guidelines and internationally recognised ISO 

accreditation. 

0 

0 

0 

0 

0 

0 


REFLEX 

More than 20 billion sheets of Reflex 

are made evet-y year. That's about 6 

million kilometres, or enough to circle 

the world 7 times. Over the life of the 

mill, Reflex will produce enough paper 

to go to the sun and back! 

Reflex ranks with Vegemite, Qantas and 

other Australian icons in terms of 

brand awru·eness. 

Most Reflex is made on a $300 million 

paper machine at the Mru·yvale Mill 

neru· Traralgon in East Gippsland in 

Victoria. 

One reel of Reflex paper at the end of 

the machine takes about an hour to 

make, is 7 metres wide, 45 kilometres 

long and can be cut into almost I 0,000 

reruns of Reflex. 

The M5 machine at the Mru-yvale Mill 

has a maximum speed of 900 metres per 

minute. 

Reflex is continually tested in many 

makes of new copiers, printers and 

other office equipment to ensure it 

meets its high pe1formance standru·ds. 

95

THE 

ROYAL DOULTON 

COMPANY 

THE MARKET 

Pottery and ceramics are a strong 

indicator of the art and lifestyle of a 

given age. Indeed, archaeologists rely 

on pottery fragments to establish the 

level of sophi stication of past 

ci viJisations. 

Today, consumers are more 

demanding and discerning than ever 

before. 

The rise in home entertainment has 

been matched by the introduction of 

contemporary, functional tableware. 

At the other end of the spectrum, the 

decrease in traditional family meals 

and rise in solo eating, TV dinners and 

convenience foods have seen the 

companies extend their casual 

tableware ranges. 

When it comes to gifts, despite 

many alternatives, the cerarnic form is 

sought after as offering true qualities 

of heritage, traditional craftsmanship 

and real, long-lasting value. In fact, 

ceramic giftware has enjoyed 

considerable growth - gift-giving, 

home decoration and investment 

being the main motivations. 

The key markets worldwide for 

premium ceramic tableware are the UK 

and Continental Europe, North 

America, Asia Pacific and Australasia. In total the 

global market is estimated to be wmth more than $4 

billion. 

ACHIEVEMENTS 

The Royal Doulton Company is one of the world's 

leading manufacturers and distributors of premium 

ceramic tableware and giftware. Its illustrious brand 

names include Minton, Royal Albert and the core 

Royal Doulton brand. Each of these 

brands enjoys a long history of royal 

patronage and holds at least one royal 

warrant. 

With almost 200 years of heritage, 

the Royal Doulton Company is a thriving 

global organisation, with around $350 

million annual turnover, employing 

around 3500 people in its UK factory, 

Indonesian factory and numerous 

distribution operations worldwide. 

Approximately half of all sales are 

generated outside the UK. 

Due to the company's reputation for 

excellence in quality and design, Royal 

Doulton has secured a high degree of customer 

loyalty. 

In total, the Royal Doulton Company produces 

a range of 30,000 different items across a broad 

range of product groups. As well as the company 

having provided Royal Doulton devotees with their 

treasured collection pieces, its Royal Albert design 

'Old Country Roses' has become the world's best 

selling bone china tableware pattern, 

with over 150 million pieces having 

been sold since its introduction in 

1962. 

HISTORY 

Royal Doulton has been producing 

ceramic items for almost 200 years. As 

far back as 1815 the company's 

founder, John Doulton, began 

producing practical and decorative 

stoneware from hi s pottery in 

Lambeth, south London. 

His son, Hemy built the business, 

relocating it 60 years later to Stokeon-Trent 

in Staffordshire, England, in 

the region known around the world 

as 'The Potteries' . By 1901 the quality 

ofDoulton's tableware had caught the 

eye of King Edward VII who allowed 

the company to add the 'Royal' prefix 

to its name and awarded it the Royal 

Warrant. Now called Royal Doulton, 

the company expanded its production 

facilities and by the 1930s was 

involved in the manufacture of 

figurines and giftware. 

Royal Doulton was awarded the 

Queen's Award for Technical 

Achievement in 1966, for its 

contribution to china manufacture- the first china 

manufacturer to be honoured with this award. 

During the 1960s and 1970s Royal Daulton sold 

its drainpipe production interests and acquired 

Minton, which had begun china production in 1793, 

and crystal manufacturer Webb Corbett. 

In 1972, Royal Doulton was bought by the 

Pearson conglomerate and merged with Allied 

96

English Potteries adding a number of key brands, 

including Royal Albert. 

In 1993, Royal Daulton separated from its parent 

and became a public company listed on the London 

Stock Exchange. 

Royal Daulton has been available in Australia 

since the early 1800s through agency agreements. 

A wholl y-owned Royal Doulton subsidiary was 

established in Sydney in 1952. 

THE PRODUCT 

The Royal Doulton Company has three principal 

brands: Royal Doulton, Royal Albert and Minton. 

Under the Royal Doulton brand the company 

offers a broad range of domestic tableware, as well 

as giftware and collectable figurines. The Royal 

Doulton brand is also featured on an extensive 

range of crystal stemware and giftware. 

Targetin g the junior 

members of the household, 

Royal Doulton also 

produces nurseryware 

including the well-loved 

'Bunnykins' range and the 

' Winnie the Pooh' collection. 

Royal A lbert, which 

trace it origin back to 

1896, has become an 

internationally recognised 

brand with a distinctive style, 

offering domestic tableware, 

crystal and gift items. 

The Royal Doulton 

Company's oldest brand is Minton. 

Since its inception in 1793, Minton 

has won a worldwide reputation for 

innovative and exquisite design. 

Minton is also famous for its intricate 

gold designs and special 

commissions. Many of these unique 

works of rut ru·e bought as heirlooms. 


Royal Doulton is in an important 

period of change in its history, 

currently implementing a three brand 

master strategy as a first step in 

repositioning the company's brands. 

New product development, global 

merchandising systems, in-store 

environments, product packaging 

and point of sale have all been 

identified as key to the branded 

development. 

The Royal Doulton Company 

has continued to do what it does best 

- produce top quality chinaware 

collections. The new ranges of casual 

dining-wru·e ru·e stylish, functional and user friendly, 

designed for modern lifestyles. 

The Licensing Division, created in the mid-1990s 

to propel the Royal Daulton brand into new product 

sectors, has achieved considerable success. 

Inspired by the company's rich heritage and design, 

licensed products include textiles, toiletries and 

'Bunnykins' giftwru·e. 

In Australia, Royal Doulton opened its first, 

stru1d-alone Doulton & Company store at Chatswood 

Chase, Sydney, in July 2001. The store creates 

a new retail experience with product displayed in a 

lifestyle setting. 

PROMOTION 

Mmketing the Royal Doulton Company's brands 

involves a variety of promotional techniques 

including magazine and newspaper adve1tising, a 

public relations program, 

direct marketing, in-store 

promotions and special 

events such as store visits 

by Michael Doulton, who is 

the company's ambassador. 

The company also runs a 

very successful tableware 

promotion for brides 

through bridal registries in 

major deprutment stores. 

International collectors' 

clubs have been established. 

In Australia, these clubs 

operate through selected 

stores and keep collectors 

informed about product (including exclusive pieces) 

and special events. 

The Royal Daulton Company also has a global 

website (www.royaldoulton.com). 

BRAND VALUES 

Around the globe, the Royal Doulton Company's 

product is valued for its sense of heritage and 

Engli shness. As one of the oldest and bestrecognised 

chinaware brands in the world, Royal 

Doulton has earned itself a reputation for excellence, 

quality and distinctiveness of design- values which 

it intends to build on to take the brand forwru·d in 

the new millennium. 

Prized by collectors the world over, Royal 

Doulton product has an international reach 

extending way beyond its English roots. To sustain 

its position, the Royal Doulton Compru1y' s 

emphasis for future brand growth centres on its 

ability to focus on people, to understand its 

customers and then to provide products which me 

relevant to their needs and lifestyles. 

www.royaldoulton.com 


ROYAL DOULTON 

0 A single Minton plate can cost more 

thru1 $ 10,000 and will take one person 

up to three weeks to complete the 

raised paste decoration. 

0 The lru·gest ru1d most expensive figure 

made by Royal Doulton is Princess 

Badoura. The figure takes more than 

160 hours to hand-paint ru1d costs 

ru·ound $50.000. 

0 Royal Daulton's best-selling 

nurseryware range, Bunnykins, was 

designed by a nun, Sister Mru-y 

Bru·bru·a (Barbru·a Vernon), who was the 

daughter of Cuthbett Bailey the 

General Manager of the Royal Daulton 

factm-y in the 1930s. Bunnykins has 

been in production for over 65 yeru·s. 

0 Royal Doulton was the first china in 

space. China plates were carried on the 

inaugural flight of the space shuttle 

Discove1y, in 1984. 

0 There are Royal Doulton ceramics in a 

time capsule inserted into the base of 

Cleopatra's Needle, on the Thru11es 

Embankment in London. 

97

THE HEALTH FOOD COMPANY 

m~ 

® 

THE MARKET 

Since commencing business in 1898, Sanitarium 

Health Food Company has been at the forefront of 

encouraging healthy eating and producing foods 

that "not only taste good but are good for you". 

Sanitarium's desire is to help people 'learn to stay 

well ' - the meaning of the word 'Sanitarium'. The 

Company advocated vegetarianism before it 

became trendy and was the first to introduce the 

concept of health food shops. It took the vision and 

co mage of Sanitarium's founders to promote, produce 

and sell health foods dw·ing an era when Australians 

consumed foods low in nutiitional value. 

Today, Sanitarium is credited with changing 

the way Australians eat, particularly at breakfast 

and through its promotion of healthy eating and a 

vegetarian diet. Its philosophy to produce healthy 

foods low in fat, salt and sugar while maintaining 

the highest level of value and appeal establishes a 

benchmark within the Australian food indusuy 

ACHIEVEMENTS 

The most recognised brand in the Sanitarium 

stable is undoubtedly Weet-Bix®, which has 

remained Australia's most popular breakfast cereal 

for over 35 years, in a market category wo1th more 

than A$857 million per annum. 

In 1999, the Company led the way in the breakfast 

food category with the introduction of Up & Go®a 

"liquid breakfast". It was developed to meet the 

demands of consumers with a busy lifestyle who 

might regularly skip breakfast. Up & Go has the 

goodness of two Weet-Bix and milk. 

In 1986, Sanitarium launched So Good and two 

years later it received world recognition at the 

International Food Exposition in Paris with the Sial 

D'or award for the most innovative beverage. So 

Good has held the position of Australia's leading 

soy milk since its launch. The So Good range now 

includes eight variants that are available in chilled 

or convenient UHT format and a range of low-fat 

soy ice-creams. 

Since launching So 

Good in 1999 to the 

Canadian market, So Good 

quickly became the 

country's leading soymilk. 

So Good is also fast 

becoming a successful 

brand in the UK. 

Sanitarium Development 

and Innovation, 

located at Cooranbong 

(NSW), is a renowned food 

research and development 

facility in the Asia Pacific 

regton. 

The Sanitarium 

Nutrition Service has a 

team of qualified nutritionists 

and dieticians who 

provide free advice to 

Australia's health professionals and consumers on 

healthy eating choices and promote a diet high in 

fruit, vegetables, legumes, nuts and wholegrain 

foods. A range of leading Sanitarium vegetarian 

products supports this healthy living philosophy. 

HISTORY 

In the early 1800s a small group of Seventh-day 

Adventist immigrants began importing products 

from the then famous Battle Creek Sanitarium in 

Michigan, USA where Dr John Harvey Kellogg 

produced a range of health foods including cereals. 

As the popularity of these types of products grew, 

it was decided to establish the Sanitarium Health 

Food Company. In 1898, Edward Halsey was 

commissioned as Sanitarium's first baker, and from 

a rented bakery in Melbourne he commenced 

making the Company's first peanut butter which 

sold initially in tins and was originally marketed as 

'Betta' PeanutButter. 

A range of ready-to-eat breakfast cereals was 

quick to follow and included Granose (an 

unsweetened forerunner 

to Weet-Bix) 

and Granola (a cereal 

made from wheat, oats, 

maize and rye) which 

were unlike anything 

previously available to 

the consumer. 

Sanitarium Health 

Food Company was 

otlicially registered on 

April27, 1898. 

Later that year, 

with demand 

increasing rapidly, 

the fledgling company 

relocated to 

larger premises at 

Cooranbong, a 

rural area south of 

Newcastle in New 

South Wales. 

Edward Halsey 

installed the 

baking equipment 

in a large disused 

D No animal tal 

sawmill. The stage 

D High In calcium 

D No cholesterol 

was set for the 

Company to 

expand. 

In the following year, Edward Halsey was 

transferred to New Zealand where he began making 

the fu·st batches of Granola, Caramel Cereal (a coffee 

substitute) and bread in a small wooden shed in the 

Christchurch suburb of Papanui. 

In the 1920s, Sanitarium faced a challenge to 

Granose from a new sweetened flake biscuit called 

Weet-Bix, introduced by a company called Grain 

Products. In October 1928, the two companies 

decided to call a tiuce and Sanitarium acquired Grain 

Products, and made the Weet-Bix brand its own. 

During the 1920s, Sanitarium was the first to 

introduce Australians to a savoury yeast spread 

called Marmite. Originally impmted from the United 

Kingdom, it has been manufactured by Sanitarium 

since it secured the secret formula from the English, 

100

._ 

just before World War II. 

Since those days the 

Company has grown until, 

today, it has 12 manufacturing 

and distribution sites 

throughout Australia and New 

Zealand making over I 00 

products and employing 

approximately 1700 people. 

THE PRODUCT 

Sanitarium offers a 

substantial range of 

health foods to the 

discerning, healthconscious 

consumer. Its 

range of breakfast cereals includes 

Weet-Bix (of course), Weet-Bix Crunch launched 

in 2004, Fruity Bix, Skippy Cornflakes, Light 'n' 

Tasty, Honey Weets and Ricies. 

So Good represents a range of soy milk products 

including So Good Ice-Cream. The Sanitarium range 

also includes Marmite and Peanut Butter, a range 

of prepared vegetarian foods and various speciality 

products. 


Sanitarium Health Food Company is unique among 

food manufacturers for its emphasis on nuu·ition 

and health education and its long-standing supp01t 

for the well-being of Australian communities. The 

Company shares with its employees a commitment 

to retaining its original community support 

orientation. 

Sanitarium, established by the Seventh-day 

Adventist Church in Australia distributes its profits 

to the church for charitable purposes. The church 

in Australia operates medical and educational 

facilities and assists with community development 

and crisis response through the Adventist 

Development and Relief Agency (ADRA) and 

ADRAcare. Other community projects include 

family counselling and support for families in crisis; 

services for the blind including Summer Camps for 

children; 'stop smoking ' education, Aboriginal and 

Torres Strait Island community health support and 

education. 

In addition, Sanitarium gives generous 

donations, in-kind product support and encourages 

its staff to get actively involved in support of 

community activities. 

As part of its program to encourage a healthy 

community the Company conducts the Sanitarium 

Weet-Bix Kids TRYathlon series. The event is 

was done together with 

retailers, and consisted of little 

more than dressing 

windows and putting 

goods on display. 

The very first press 

advertisement for 

Sanitarium health 

foods appeared in 

Mel bourne's ' The 

Bible Echo' but in 

October of 1922, the 

decision was made to 

begin placing 'fair- 

~~ sized' advertisements 

in the leading 

newspapers in capital cities 

and some larger towns. The first official cm11paign 

began later that year. By the mid-1920s, the 

Sanitarium nmne had become a well-recognised 

pmt of the commercial world. 

A promotional practice, for which Sanitarium 

was to become famous, inserting collector cm·ds in 

boxes of Sanitarium Weet-Bix, began in 1942 and 

continues today. The cards, which were issued 

progressively to form series, were designed with 

an educational focus. 

Television advertising for Sanitarium products 

began appearing in the early 1960s. Mrs Joan 

Bateman presented weekly TV segments called 

' Taste for Food', demonsu·ating vegetm·ian cooking 

techniques using the Company's products. 

Television remains a major part of today's 

promotional activities for Sanitarium, with 

campaigns involving the Australian Cricket Team. 

BRAND VALUES 

Sanitarium is more than just selling food and 

making a profit. Its core values are centred on 

encouraging people to enjoy happy, healthy lives. 

The Company remains u·ue to the reason it was 

established more than a century ago by the 

Seventh-day Adventist Church. 

www.sanitarium.com.au 

_ 

............ _,_..,.. ...... -........ -. 

n.- .,~oo ... --.-.. _..~ .... _ .. 

.............. -~· ... ~ ... WU'I~1 ... ~ ... ~.at .... v ... 

... •. ..__ ........ .... "" ..... -ol 

........ _., ... ___ ~..._ 

....... . 

... ............ -~- .... tV-1. .. ..... 

..,. ... u..~o~ .... M.. . ....... -~...-.. .... - 

Wffl' __ .. ,......., .. _ .......,...._ ... ~ 

WEET·BIX 

Vitamin Fortified whole wheat biscuits 

designed to provide a positive and fun sporting 

experience to encourage healthy living amongst 

kids. This fam.ily-orientated event attracts up to 

10,000 participants and many more supporters 

around Australia and was established in 1999. 

In 2004, the Australian Red Cross and 

Sanitarium announced a pmtnership to expand 

nationally the Good Start Breakfast Club, a 

community progrm11 conducted by the Australian 

Red Cross to provide a healthy breakfast each 

morning for kids in m·eas of most need. 

PROMOTION 

Since the very beginning, the Sanitarium Health 

Food Company's philosophy with advertising has 

been governed by the overriding principles of 

reliability, trustwo1thiness and good nutrition. 

ln the em·ly days, the best forms of promotion 

were word-of-mouth recommendations as well as 

referrals from doctors and chemists, since the foods 

were sold on their health benefits. 

Prior to 1920, most of Sanitarium's adve1tising 


SANITARIUM 

0 Sanitarium is I 00 per cent Ausu·ali

Schic 

G 

ET REA 

D 

v 

THE MARKET 

The razor blade market in Australia is 

cwTently valued at approximately $163 

million split between replaceable razor 

blades ($89m), disposable razors ($57m) 

and razors ($16m). Around 143 million 

blades are used each year by the wet 

shaving population which is 

approximately 74 per cent of all male 

shavers. 

The past few decades have seen some 

fairly dramatic technological changes in 

the wet shaving market. In the early 

1960s the market was dominated by 

carbon steel double blades, slowly 

replaced by stainless steel towards the 

end of the decade. The 1970s saw the first systems 

products evolve and the introduction of the 

disposable razor. The first half of the 1980s was the 

era of the disposable as they became widely 

available in all forms- single blade, twin blade, fixed 

and swivel heads. The late 1990s welcomed the 

introduction of the triple blade in systems and 

disposable razors, and razor handles designed 

specifically for women. The new millennium has 

seen significant technological advancements, led 

by Schick, namely with the introduction of the 

world's firstALL-IN-ONErazorforwomen, which 

eliminates the need for shaving gels, foam or soap. 

ACHIEVEMENTS 

One of the early noteworthy accomplishments of 

the Schick Shaving Products Group was the 

development of a one-push cleaning feature to aid 

In removing debris from 

between blades. Clean blades 

mean longer lasting blades and 

a closer shave. 

Many razor systems 

produced by the Schick Shaving 

Products Group have a comfort 

or lubricating strip located on 

the cap above the blades. These 

strips, some of which contain 

aloe, are made from watersoluble 

polymer. When 

activated by water they provide 

lubrication that makes the shave 

more comfortable by reducing 

the friction between skin and 

blade. These innovative 

materials are safe to the 

consumer and effective in 

improving shaving comfort. 

In an effort to develop an 

extremely safe shaving system the blades in 

some products are wrapped with very thin wire. 

Patented Microfine Wire Wraps protect 

the skin from nicks, cuts and irritation 

while providing the closeness the shaver 

needs. 

Another major development in the 

shaving arena is the flexible cartridge. A 

sophisticated design and special materials allow 

the blades to flex to the contours of the area being 

shaved. The innovative flexing action of the twin 

blade cartridges shaves like no other system and 

conforms to the unique shape of every face. 

Closeness is the most cited criteria in the 

shaving process, and the introduction of triple 

blades to the razor category has tapped into this 

consumer need. This technological advancement 

ensures the three blades are positioned 

on the skin at the optimum cutting angle 

to ensure triple blade closeness with 

reduced irritation during the shaving 

process. 

The world fust ALL-IN-ONE shaver 

has created a shaving revolution for 

women, as it allows users to lather and 

shave in one simple step. After many 

years of research, this product delivers 

what women are looking for - a simplified 

shaving process. 

HISTORY 

Schick traces its origins to the inventive 

US Army Lieutenant Colonel Jacob 

Schick. He retired from the military in 

1910 but then returned to service at the 

staJt of World War I. In 1921, inspired 

by the army repeating rifle, Colonel 

Schick invented a new type of safety 

razor- the Magazine Repeating Razor. It 

had replacement blades stored in the 

handle ready to be fed into shaving 

position without the chore and danger 

of handling a sharp blade. Production of 

this innovative razor started in Jersey 

City in 1926. This razor was the 

forerunner to the famous Injector Razor. 

In 1927, Schick sold all his interest in the 

Magazine Repeating Razor Company to 

the president of the American Chain and 

Cable Company. 

In 1946, Eversha~·p, Inc. acquired the 

R a z o r 

Company and 

renamed it the 

Schick Safety 

R a z o r 

American 

and Cable manufactured 

when Schick set up its own manufacturing 

operations in Bridgeport, Connecticut. In 1961, 

Schick moved its manufacturing facilities into its 

present home in Milford, Connecticut, now the 

headquarters of the Shaving Products Group. The 

following yems were busy ones for Schick as it 

introduced many innovations. In 1963, Schick 

became the first US manufacturer to sell stainless 

steel blades coated with teflon. This non-stick 

material improved comfort by reducing friction 

during the shave. Five yea~·s later, Schick pioneered 

102

another innovation when scientists succeeded in 

depositing a thin layer of chromium to the blade 

edge, making it more durable. In 1970, Schick was 

acquired by Warner Lambert, where steady technical 

progress continued. In 1993 Warner Lambett Schick, 

merged with Wilkinson Sword, to create Schick 

Wilkinson Sword. Globally the dominant brand 

name in each country is used. In Australia, for 

example, it is Schick and in Europe it is Wilkinson 

Sword. In 2000, Pfizer Pharmaceuticals purchased 

Warner Lambett, and in 2003 sold off the Schick 

business to its current owners, the Energizer Battery 

Company. 

THE PRODUCT 

To obtain the very best in shaving products, it is 

essential that each process be carried out within 

closely specified limits. In all Schick manufactming 

sites this is ensured by strict quality checks carried 

out at each stage of the production process. The 

in spection procedures include visual and 

microscopic examinations, chemical and 

metallurgical testing, physical testing of blade 

strength and durability, and electronic video 

inspection systems. 

However, the final assessment of shave quality 

rests with the shaver. All shave testing is conducted 

using humans as test subjects. Thousands of men 

and women participate in shave testing of all 

product lines every day. Local shave panels 

evaluate the quality of the manufactured products 

before they leave the building on their way to the 

consumer. Other panels evaluate production from 

all manufacturing facilities to ensure consistent 

quality across plants. 


Approximately half of Schick's sales me derived 

from products introduced over the past ten years. 

The launch campaign, for the FX razor with flexible 

blades in 1991 , featured the chmacter 'blockhead' 

and the slogan 'Schick ... changing the face of 

shaving'. Abillia~·d ball was used as a demonstration 

device to show how the flexible blades follow the 

contours of the ball and hence of the shaver's 

face. This device is still recalled by 

consumers today. 

Schick entered the women's blade 

ma~·ket in 1995 with the Schick Silk 

Effects Razor. This razor featured 

I n t u t 

unique pivoting twin blades with 

microfine guard wires which guide the 

razor evenly over the skin to protect 

against nicks and cuts even over 

difficult areas such as 

knees, ankles and 

underarms. The razor 

was the first designed 

specifically to meet 

women's needs - not 

just an adaptation of a 

man' s razor. 

In 1996 the FX 

Performer was 

launched. A razor 

designed for 

extreme closeness 

and comfort, it 

introduced the 

revolu -tionary 

technology of a rubber 

'skin guard'. The patented 'skin guard' is 

designed to stretch the skin and cushion the impact 

of the blades, providing an even smoother, closer 

shave. 

In 2002, Schick introduced Xt:reme 3 Disposables, 

the world's first triple blade disposable razor, and it 

still is the only triple blade disposable in Australia. 

The Xtreme 3 razor kit with replaceable blades 

entered the ma~·ket in late 2002. The patented blade 

balance technology positions all the three blades 

on the skin at the optimum cutting angle for reduced 

iiTitation 

Most recently, 2003 saw the launch of the new 

women's razor: Schick Intuition, which lathers and 

shaves in one easy step with its Ali-In-One caJtridge. 

This world first contains triple blades swTounded by a 

Skin Conditioning Solid rich in cocoa butter, aloe vera 

and vitamin E. Water activates the conditioners in the 

solid, creating a light lather, so there's no need for 

shave gel, soap or body wash. 

PROMOTION 

The Schick pmtfolio always has a comprehensive 

mmketing program including above- and 

below-the-line activity. The key focus is 

on generating consumer awa~·eness 

I I 0 n 

Lathers and Shaves in One Easy Step 

TM of the brand through advertising and 

at pmnt of purchase. In 

recent yems Schick has 

invested heavily in 

TV advertising 

across the majors 

but has also 

extended into 

other media 

including radio, 

. . 

cmema, magazme 

and outdoor 

campmgns. 

In the retail 

environment Schick has 

concentrated on visibility to assist 

consumers in selecting the product most 

suitable to their patticular needs. This includes 

ensuring packaging is clem· and distinctive, the 

brand is displayed in a block on-shelf, and displays 

are eye-catching and consumer friendly. 

BRAND VALUES 

Throughout its history, Schick has been a company 

of continuous innovation. Today Schick is the name 

behind many of the razor enhancements that have 

made shaving a simpler, safer, closer and less 

irritating process. 

Keeping the consumer in mind, these advances 

have always been driven by different consumer 

needs and by the desire to deliver a shaving benefit 

greater than earlier products. These technological 

innovations have positioned Schick as a leader in 

the marketplace. Schick is a compa11y that 

constantly seeks new technologies to enhance the 

value and performance delivered to consumers 

through its products. This focus on technology as 

the key driver of product enhancements 

differentiates Schick from a typical packaged goods 

company. 

At Schick, only a patti culm· kind of technology 

will do - technology that clearly provides new, 

targeted benefits to the consumer, benefits the 

consumer can see and touch and feel. The Schick 

product line contains razors and blades to meet 

virtually any consumer need. 


SHAVING 

0 Shaving will not promote da~·ker , thicker 

or faster regrowth of hair on legs or 

undermms. Shaving removes hair on 

the surface of the skin m1d cannot 

affect the colour or the thickness of the 

hair. When an m·ea has been shaved 

m1d the hair shafts stmt to emerge from 

the follicle they appea~· to become 

coa~·se and bristly. 

0 Hair removal by women became 

popula~ · as fashions changed in the 

twentietl1 century m1d hemlines rose 

above the m1kles. Underm·m shaving or 

'smootl1ing' became fashionable ptior 

to World Wm· I. 

0 A tan cannot be removed by shaving. 

Tanning occurs at the lower levels of 

the skin, where the skin's pigment cells 

m·e located. Razor blades never come 

into contact with these cells. 

0 The average man will spend in excess 

of 3000 hours of his life, or 125 days, in 

the act of shaving. 

0 The average mm1 has about 25,000 

whiskers, which m·e as hm·d a11d tough 

as a piece of copper wire of the same 

thickness, and grow at a rate of twelve 

to fifteen centimetres per yea~·. 

103

THE MARKET 

Every Australian drinks an average of 101 litres of 

carbonated soft drinks a year, which makes 

carbonated beverage consumption in Australia 

second only to the USA. The Australian market, at 

$4.2 billion, is the second largest for carbonated 

beverages in the world. 

Looking at the distribution side, it is clear that 

more than half of these beverages are sold through 

the Impulse Channel. Although the total Non 

Alcoholic Ready to Drink beverage market is 

growing, the carbonated beverage market has been 

relatively flat over the past couple of years. This is 

at least pattly due to the proliferation of different 

products. 

ACHIEVEMENTS 

The Schweppes brand is the number one 

mi xer brand nationally, in terms of both 

volume and value. It is also the leading 

mineral water brand in terms of value, 

ac ro ss the entire market. Schweppes 

Lemonade occupies the number two 

position in the market nationally. 

HISTORY 

In 1783 Jacob Sch weppes, a German 

born jeweller and an amateur 

scientist in vented a method 

of producing carbonated 

water on a commercial scale. 

This in vention set the 

foundations of a multibilliondollar 

soft drinks industry. 

Schweppes became a public 

company and quickly 

established a reputation for 

innovation a nd forward 

thinking. Several products 

launched around the World 

War I era are still around 

today - Schweppes Tonic 

Water, Schweppes Ginger 

Ale, Schweppes Ginger Beer 

and Schweppes Bitter Lemon. 

The company merged with 

Cadbury plc in 1969, leading 

to the formation of Cadbury 

Schweppes, a major force in 

international markets. Today 

the Schweppes brand is 

recognised worldwide fo r its 

qualjty and is available in more 

than 75 countries. 

THE PRODUCT 

Schweppes originaLly began with a 

portfolio centred around adult 

flavours such as Tonic Water. Today 

in Australia the range has diversified 

into mineral waters, family favourite 

flavours s uch as Schweppes 

Traditional Lemonade and the iconic 

Sch weppes Lemonade. Other 

products also appealing to adult 

beverage consumers are the range 

of Schweppes Twists (Soda Water 

in three flavours - lemon, berry and 

lime). 


2003 has seen Schweppes move beyond 

its traditional range and audiences to bring younger 

consumers to the category and the brand. The new 

branding, the packaging and the logo has been 

redesigned to keep pace with the ever-changi ng 

beverage market. T he new contemporary and 

vibrant design of the logo increased the dynamism 

and relevance of the Schweppes brand to today's 

consumers. 

It also coincided with the launch of some brand 

new rni xerflavours. Like traditional mixers such as 

Dry Ginger Ale, these flavours are designed to 

be consumed either on their own, or with 

alcohol. 

'Agrum', a special citrus flavour, was 

launched in Australia in 2002 on the heels of a 

successful launch in France and Spain. Agrum 

was backed by a sizeable TV, print and 

sponsorship campaign . It turned out to be a 

huge success and was followed by the launch 

104

of 'Ciata' (blood orange flavour) and 'Viage' 

(kalamansi lime flavour) in 2003. 

W hil e the new mixer flavours were 

revolutionising the market, packaging also entered 

a new dimension with the introduction of the 250ml 

slimline cans, a big hit with women in the 18-34 age 

PROMOTION 

Confide nce, sophi s 

tication, maturity and 

humour have characterised 

Schweppes 

since the early 1900s. 

As in Jaco b 's day, 

advertising and 

promotion play a key 

role in the continuing 

popularity of 

Sc h weppes . 

Campa i gns 

such as the 

' Schweppervesce 

nc e' 

campaign 

launched in the 

UK in 1946 

foll owed five 

years later by 

the launch of the 

'Schweppshire' 

campaign with 

'Schweppshire' 

as a mythical 

land, and then 

the 'Schhh... 

INDIAN 

TONIC WATER 

14{~ 

~~~ You - 

300m! 

~ Know- 

Who ' 

campaign 

in the 

1960s 

are still 

well-known

THE MARKET 

Television is the pre-eminent form for the delivery 

of information, entertainment and sports to 

Australians and Seven's objective is to build from 

this platform of strength to confirm its leadership 

in Australia's evolving entertainment and 

communications landscape. 

And, Seven's ability to create programs 

Australians want to watch will continue to ensure 

that television is the leading platform for the delivery 

of content and the aggregation of audiences. 

Seven is taking the lead in the planning for digital 

television, with Australia's first specially designed 

digital production and broadcast centres in 

Melbourne and Sydney- placing it at the forefront 

of the creation of content from the same servers for 

application in broadcast and subscription 

television, online, wireless and broadband. 

The company's strengths in television, the 

progress in defining its involvement in new 

communications technologies, the commissioning 

of technological architecture for digital and 

interactive television, and its developments in 

magazine publishing provide Seven with the 

framework for the company's future development. 

It is well placed to continue to re-energise and 

strengthen its brand in a crowded and competitive 

market, ensure its ongoing relevance with 

Australians, and play a key role in defining the 

future of media and communications in our country. 

ACHIEVEMENTS 

Seven is one of Australia's most recognised brands 

- a brand built through Seven's commitment to 

Australian programming and 

event sports television 

and reinforced 

through its 

development 

as a leading 

source of 

news and 

information for 

Australians. 

Seven's strength is built on a core strategy: to 

produce and deliver programming relevant to 

Australians. It is this strategy which will define 

Seven as it builds its media presence beyond 

broadcast television. 

Today, more than nine in ten Australians watch 

Seven's programming every week. 

And, as the company builds on this formidable 

capability with the introduction of digital 

technologies, it is also creating the framework for 

its future as an integrated media company with a 

leading presence in magazine publishing. 

HISTORY 

Seven is a founding partner in the creation and 

development of television in Australia. 

From the early days of television in 1956 to today, 

Seven has been a leader in media. The network has 

created the architecture for television -from those 

first days of locally produced drama and the first 

sports broadcast with its coverage of the Olympic 

Games in Melbourne, through to its award-winning 

coverage of the Olympic Games in Sydney. 

Through the decades, Seven has created 

programs which have touched the lives of all 

Australians. It has covered Australia's success in 

sports and recorded those moments in news which 

have defined Australia and the world. 

THE PRODUCT 

Seven's strategy centres on the ongoing 

commissioning of new Australian programs - 

complementing its existing strong franchises and 

enhancing its audience delivery in its core adult 

audience demographics. 

Today, much of Seven's 

programming is Australian. 

The network believes that 

leadership in the creation of 

drama series and information 

and reality programming 

will allow it to meet 

the challenge of increasing 

competition from new 

viewing options - with the 

delivery of content that can 

only be seen on Seven. 

It is a strategy which 

has defined Seven for 

more than four decades - 

with programs such as 

Homicide, My Name's McGooley 

What's Yours?, The Mavis 

Bramston Show, A Country Practice, Fast 

Forward and Popstars. 

Today, Seven is building on its leadership in 

Australian drama with Home and Away, All Saints 

and Blue Heelers, and creating new programming 

complementing the network's existing franchises 

and targeting the most important audiences for 

advertisers- adults 25-54. 

As pm1 of this strategy, the network is recognised 

as a leader in sports programming. Seven has 

brought Australians ten of the past twelve Olympic 

Games - including the Games of the XXVII 

Olympiad in Sydney - and as pm1 of a landmm·k 

agreement with the IOC, will broadcast the Summer 

Olympic Games in Athens in 2004 and in Beijing in 

2008 and the Winter Olympic Games in Torino in 

2CXXS. 

This leadership was further confirmed with 

Seven's selection as the host broadcaster for the 

Rugby World Cup in Australia - building on the 

network's coverage of the Wallabies' test 

campaigns and creating the international television 

coverage of the biggest sports event held t11 

Australia since the Olympic Games in 2000. 


Digital television is more than just a technology 

which delivers better quality pictures. It offers the 

106

opportunity for broadcast television to evolve 

from a single form of mass communication 

into one which also develops one-onone, 

interactive communications 

with viewers and 

delivers expanding 

opportunities 

for 

the deli very 

of programming 

content. 

Seven's leadership in digital 

technology with the commissioning of its 

new broadcast centres allows the 

company to drive the future of digital 

television in Australia. 

Digital television 

allows broadcast 

television to 

evolve from a single 

form of mass communication 

into one which 

expands opportunities for the 

delivery of programming content. 

Digital television will ensure that broadcast 

televis ion continues to maintain a strong 

connection with audiences, allow it to retain and 

build audiences and attract the major share of 

advertising despite the challenge of hundreds of 

channels in the emerging communications 

landscape. 

Seven's development will focus on broadcast 

television, and through new opportunities in 

publishing, online and broadband, the company is 

focusing on its future as an integrated media 

company - leveraging its content and ability to 

reach consumers across all major forms of media. 

As events on television form a key element in 

Seven's plans for television, they also create an 

important component in its development as a broadbased 

media and entertainment company. 

The cornerstone of this strategy is Seven' s 

management of Telstra Dome, Australia's most 

technologically advanced multi-function spot1s and 

entertainment precinct. Seven's management 

encompasses naming, marketing, ticketing and 

seating rights. 

Telstra Dome creates a new presence for Seven, 

allowing the company to build new links with its 

audiences, focusing on events and closely aligned 

with the company's 

strengths in television and 

publishing. 

Telstra Dome is the home 

of the Australian 

Football 

League 

and the 

Australian 

Rugby Union in 

Melbourne and has created a 

series of world firsts. Australian 

football matches, rugby union 

internationals, rugby league and 

international cricket matches, world 

wrestling and world title 

fights in boxing have all 

played under the world's 

largest closing roof. Bruce 

Springsteen, Barbra 

Streisand, Ricky Martin and 

Robbie Williams have 

selected Telstra Dome as their 

venue in Melbourne. Nearly 

two rn.illion people experience 

events at Telstra Dome each year. 

As Seven builds its media presence, it is 

leveraging its broadcast television content and 

brand beyond television. Telstra Dome forms one 

element and its move into magazine publishing is 

another. 

Through its ownership of Pacific Publications, 

Seven is aligning its television programs and 

audiences with some of Australia's most significant 

magazine brands. 

Today, Pacific Publications publishes one in four 

magazines read by Australians - including two of 

the three biggest selling weekly titles: New Idea 

and That's Life. Four million Australians read 

Seven's magazines every month, including more 

than one in three women. 

Seven is committed to building on the success 

of Pacific Publications' core titles and driving the 

development of its magazines business through 

the acquisition and creation of magazine brands 

which add further depth to its portfolio. 

A key component in Pacific Publications' future 

is one of Seven's core strengths- the marketing 

and brand-building capabilities of the company's 

broadcast television business - as Seven aligns 

editorial and marketing across a number of 

television programs and magazines. 

Strength tn 

television and 

publishing provides 

significant 

opportunities for 

Seven to build its 

television audiences 

and enhance readership 

of its magazines. 

PROMOTION 

As Seven builds on 

its strengths in 

broadcast television, magazine 

publishing provides a key 

platform for Seven's future as a 

multi-faceted media and 

communications company - as it 

leverages its ability to reach all 

Australians, extend its brand and content, and 

create integrated marketing solutions for 

advertisers. 

This ability to reach all Australians defines a 

company commitment to create a major presence in 

Australian life. These core values - of creating 

television progrmnming and magazines which reflect 

the lives of Australians- drive Seven's presence in 

major events of national importance. 

This all-encompassing involvement underlines 

the company's sponsorship of Australia's foremost 

performing arts company, Opera Australia, 

associations with m

Sony Ericsson 

THE MARKET 

Two great brands have come together to create a 

super-force in mobile phone design, production and 

mat·keting. 

The joint venture established between 

consumer electronics powerhouse Sony 

Corporation and telecommunications 

leader Ericsson, brings together two of 

the most successful brands across 

these two industries to create a power 

brand - Sony E ri csson Mobile 

Communications. 

Mobile phones are now an integral 

patt of Life. A staggering number of close 

to 600 rni lli on handsets is expected to 

be sold worldwide this year. They are 

no longer a luxury but a necessity. Sony 

Ericsson is petfectly poised to take the 

I ion 's share of this burgeoning mat·ket. 

Australians are eru·Iy adopters of technology 

and have readily accepted the mobile phone as part 

of their daily life. In Australia, the number of mobile 

handsets has surpassed the number of fixed lines 

this year. It' s becoming a personal-phone, mobile 

world. 

The astonishing advances in technology have 

led to mat·ket opportunities and a pace of change 

unlike any other category in history. An example is 

GPRS (General Packet Radio Service) 

and 3G. This means that mobile 

communications are becoming faster, 

and are becoming instantly connected 

to other forms of technology. 

The lines between conventional 

electronics and telecommunications are 

becoming increasingly blurred and the 

landscape is rapidly evolving. 

Sony Ericss 

ACHIEVEMENTS 

Sony Ericsson is the product of two 

powetful parents, Sony and Ericsson. 

Their marriage has already shaken the 

mobile phone industry, a business that 

grows tougher by the hour. Rivals and 

consumers know the strengths each 

pattner brings to the patty. 

Ericsson is one of the 

pioneers of the 

telecommunications 

industry that helped 

to bring the mobile 

phone industry into 

existence. Its 

experience with 

carriers and operators all over the 

world is extremely valuable, and 

it stands at the cutting edge of 

the highlyspecialised 

telecom technology. 

Sony, one of the world's most 

popular brands, is envied for 

having successfully integrated 

electronics with entertainment, 

and is emulated whenever possible. No other 

company has given the world such a wealth of 

innovative products that changed the way 

everyone lives and enjoys life. 

More and more people me using mobile devices 

in increasingly inventive ways. In order to make 

this mobile world more interesting, more productive, 

Sony and Ericsson decided to pool their resources 

to create a stronger synergy between various 

technologies. 

The companies' strengths have been combined 

and a whole new category has evolved beyond 

telecommunications: 'mobile multimedia.' 

HISTORY 

Ericsson was founded by Lars Magnus Ericsson 

back in 1876 and is the world' s leading supplier of 

telecommunications equipment. Ericsson provides 

total solutions, from systems and applications to 

mobile phones and other communication tools. 

Sony has been at the cutting edge of new 

technologies since its launch in 1946 by Akio Morita 

and Masuru Ibuka. Sony' s creative approach to 

design and talent for innovative 

technology has driven the brand 

to produce a huge number of 

world firsts, such as the Sony 

Walkman, colour VCR and CD 

player. 

Sony Ericsson was formed in 

October 200 I and represents the 

merger of Ericsson Consumer 

Products Division with Sony 

Digital Telecommunications 

Network Company. Sony 

Ericsson has approximately 3,500 

employees globall y with its 

management headquat·ters based 

in London. The Asia Pacific 

regional office is based in 

Singapore and covers 14 mat·kets 

in the region, including Australia. 

Sony Ericsson is responsible 

for the entire product 

development process, from 

research, design and 

development to mmketing, sales 

and distribution as well as 

customer service. 

THE PRODUCT 

Sony and Ericsson both have a 

proven track record in terms of 

developing innovative products. Sony 

Ericsson Mobile Conununications is able to tap into 

Sony's knowledge of imaging, gaming and music, 

and Ericsson's communications technology and 

messaging capabilities. 

By utilising the technological experience gleaned 

108

from the parent 

companies, Sony 

Ericsson is setting the 

trends in terms of 

product performance 

and design and 

building the best 

petforming multimedia 

devices in the world. 

The Sony Ericsson 

product range includes 

a selection of mobile 

phones which cover 

everything from camera 

phones and fashion 

clamshell designs 

through to fully 

integrated PDA phones 

with MP3 and video 

recording capability. 

Products such as the P900 

and T630 combine stylish 

and funky design with 

high functionality. 

Style and functionality 

are the cornerstone of Sony Ericsson 

design. 

Sony Ericsson products are very 

much part of the new, connected world of 

technology from imaging, taking and sending 

pictures to friends with integrated cameras, to 

connectivity, being ab le to access and transfer 

information anywhere via Bluetooth, memory stick 

or infrat·ed, and of course to entertainment, the fun 

aspect. Games, ringtones, themes, wallpapers, video 

clips and music a~·e all there to encourage the user's 

creativity. 


Just as one example, Sony Ericsson has worked 

with the leading suppliers of mobile e-mail and 

security to offer mobile workers and the companies 

that rely on them a device which is ready to do 

business. 

The P900 smartphone features fully secure 

remote access to e-mail and office functions. In 

combination with its telephony, Internet access and 

open Symbian platform this makes it a fully-featured 

and connected mobile office. It features state-ofthe-art 

security, push e-mail and device 

management. 

Thanks to this, 

the P900 now 

can offer a 

fitting 

solution for 

any company, from 

' SOHO' (SmallOffice/ 

HomeOffice) up to large 

corporations, covering the absolute majority 

of business needs. For the user, the benefit is 

fast, easy-to-use email access and 

for the IT depattment it 

satisfies the priority 

that it be fully secure 

and easy to manage. 

PROMOTION 

The Sony Ericsson 

promotional strategy 

reflects its innovative 

and leading edge 

products. The launch 

of the T61 0, for 

instance, utilised fresh 

highly visible advertising 

media to attract 

the key target 

audience ranging from 

early adopters to fun 

loving youth. Since 

this audience is 

constantly on 

the move and 

outdoors, 

such media 

as scooters, 

adluminates and highly visible billboat·ds and bus 

shelters were used to bring them the Sony Ericsson 

message in their natural surroundings. Mobile media 

for mobile communications. 

Alongside new advertising media, Sony 

Ericsson reaches the consumer and retail mat·kets 

with print advettising in fashion, lifestyle and trade 

magazines. 

The matTiage of Sony and Ericsson has meant a 

new look for a new brand. 

Sony Ericsson's strategy to establish the brand 

as a major player in the mat·ket has involved high 

coverage sponsorships and product placement in 

such a~·eas as Big Brother, Tropfest, the Adelaide 

Fringe Festival, Australian Idol and the Bondi Shott 

Film Festival. 

BRAND VALUES 

Sony Ericsson understands that mobility is all about 

freedom. The freedom of having a world of 

information in a pocket. The freedom to be 

anywhere and to conununicate in any number of 

ways with friends, family and colleagues. 

The freedom of always being online and within 

reach. 

It's all about a new world 

where one's own 

colour pictures 

help you express thoughts and feelings in a way 

that words can't. A world where the phone is the 

camera to capture life and shme it. Or to add an 

absolutely personal touch to the display. 

It's about getting closer every day. And a whole 

new kind of interaction bringing people neat·er to 

each other and to the world around them. Sending 

messages and email in the blink of an eye. Or 

viewin g interactive WAP/Web pages and 

down loading much- .------ -- 

loved music in seconds. 

It's about having fun l•lllllllll 

in so many ways and in 

so many places. Playing 

a game while waiting for 

the bus. Sharing an 

animated joke with longdistance 

friends - or 

experimenting with 

L_------~~--~ 

recordable ring signals 

that let users say whatever they want to say. 

And because things (like people) work better 

together than alone, mobility is also about devices 

that communicate with each other. So it is possible 

to take a picture with the camera and send it to 

friends, instantly. 

Sony Ericsson is stretching the boundat·ies of 

mobile communication. It is offering phones that 

a~·e easier to use than ever - with bigger screens, 

more intense colour and higher quality pictures. It 

is also offering a richer gaming experience with 

sought-after games and enhanced sound and 

sensations. There are new camera phones and video 

phones more music and extended connection 

between devices. In a word, there are lots of 

enhancements that will make mobile life easier, more 

productive- and much more fun. 


SONY ERICSSON 

0 Ericsson began in 1876, in a 13-squat·e 

meter repair workshop for telegraph 

instruments in downtown Stockholm. 

Coincidentally, it was the satne year 

that Alexander Graham Bell filed his 

patent application for a telephone in 

the United States. 

0 BluetoothTM was originally developed 

by Ericsson, but is now under the 

auspices of the Bluetooth Special 

Interest Group. Bluetooth TM is an open 

standat·d for two-way, short-wave 

radio communications between 

different devices, and it mat·ks the end 

of cables and cords between mobile 

phones, PDAs, pmtable PCs, printers 

and other equipment. 

0 In 2003 Sony Ericsson had 4,000 

employees across the globe working 

on reseat·ch, development, design, 

sales, mat·keting, distribution and 

support. 

0 The Sony Ericsson T61 0 camera phone 

was awat·ded the prestigious awat·d for 

'Best handset, terminal or device' at 

the GSM Association's 2004 Awards at 

the 3GSM World Congress in Cannes, 

France. 

109

Soul PaHinson Chemist 

for every body & soul 

THE MARKET 

Soul Pattinson operates in a fiercely competitive 

retail pharmacy environment. The retail pharmacy 

industry is continuing to fragment, with a 

proliferation of new 'brands' and different retail 

formats. The major retailers are looking to Health 

and Beauty, which are traditional pharmacy lines, 

as growth categories for themselves. 

Against that is the growing importance of 

established, trusted brands like Soul Pattinson. 

Because customers are bombarded with thousands 

of messages daily, a strong brand provides 

reassurance. 

ACHIEVEMENTS 

Consumer research conducted in Sydney and Perth 

establi shed that customers are aware of the 

longevity of the Soul Pattinson brand, it is 

considered trustworthy and provides value for 

money. Customers felt an increased level of 

assurance and security when dealing with a Soul 

Pattinson Chemist, and indicated that when they 

were shopping away from home, a Soul Pattinson 

Chemist would be their pharmacy of choice. 

The Soul Pattinson name has a high level of 

recognition. The strengths of the brand are its 

history, the t:rustits customers have in it, the service 

it offers including information and advice, and the 

credibility of its own brand products. 

HISTORY 

In 1872, when Caleb Soul and his son decided to 

set up a pharmacy in Sydney's Pitt Street, Caleb 

had no trouble coming up with a name. He called 

the shop, which offered general pharmaceutical, 

patent and other goods, after his son Washington 

Hanley Soul. Washington H. Soul, he thought, 

sounded like an honest name - and history has 

borne him out. Even today, one of the most 

outstanding characteristics of Soul Pattinson in 

customers' minds is its trustworthiness. 

That first shop was a single room which was 

soon too small. Within a year, Washington H. Soul 

and Co. moved down the road to larger premises. 

When the new shop burnt down, in 1886, it was 

rebuilt as the Phoenix building complete with a 

phoenix on top of the facade. Today this building 

is still the company' s head office, and holds one of 

Australia' s busiest Soul Pattinson Chenusts. 

In the early days there was more to Washington 

H. Soul and Co. than just medicines and general 

pharmaceutical goods. According to the A/dine 

Centennial History of New South Wales, the shop 

was known as 'the largest retail store of the kind in 

the colonies, becoming a fashionable res01t where 

ingeniously concocted and very palatable drinks 

are drawn'. 

The Souls realised early that they would need 

to establish a manufacturing arm to complement 

their retail business, and set up a factory to produce 

their own proprietary goods. One of the most 

popular of these was not a medicine at all. Soul's 

Relish was 'an absolutely delicious combination of 

onions, garlic, shallots, treacle, red wine vinegar 

and other spices', kept in a barrel and allowed to 

mature for six months. 

Business boomed, not least due to the Souls' 

determination to provide their goods 'at New York 

and London prices', considerably more cheaply 

than competitors. By 1888, Caleb Soul was able to 

calculate that in 16 years of business they had 

saved the residents of Sydney some 120,000 

pounds. The company continued to expand, and 

over the following decade opened shops 111 

Parramatta, Newcastle, 

Cessnock and Lithgow. 

Washington H. Soul 

and Co.' s fame spread 

remarkably widely. An 

Englishman called Lewy 

Pattinson read about the 

stores back in Northumberland, 

in England, 

and decided to take a look 

for himself He arrived in 

Australia in 1881 and 

initially set up a profitable 

business as a property 

developer. In 1886 he 

opened his ftrst pharmacy, 

and he soon had several 

shops. He also befriended 

the Souls, and their 

families became firm 

friends. His business 

grew so strongly that in 

1902 he was able to buy out the older firm. 

When the resulting entity was incorporated, 

Lewy Pattinson included the name Washington H. 

Soul out of respect. It became Washington H. Soul 

Pattinson and Co. Ltd. 

The company's growth since incorporation has 

been outstanding, and today there are more than 

210 Soul Pattinson pharmacies around Australia. 

THE PRODUCT 

Since its foundation in 1872, Soul Pattinson Chenilst 

has grown to become one of Australia' s leading 

pharmacy groups, and a name both recognised and 

110

espected by millions of Australians. 

This then, is the product: a group 

of thoroughly modern 

pharmacies that offer 

value for money, high 

quality advice and 

information, and 'oldfash 

ioned ' service, 

reliability and dependability 

as well as the other 

ancillaries customers want. 

The company's commitment 

to excellence has led 

Soul Pattinson Chemist to be 

one of Australia's leading 

pharmacy groups. They 

proudly offer over 300 high 

quality Own Brand products in 

the following categories: 

Analgesics; Cough & Cold; Oral 

Hygiene; Bathroom Products; Hair Care Products; 

Antifungal preparations; Anti-inflammatory 

medications; GIT preparations; Baby products; Sun 

Preparations; Skin Care; and Nutritional 

Supplements. 

Soul Pattinson Chemist already boasts a very 

comprehensive range of products that are available 

to customers. A dedication to research and 

development of new products is the guarantee to 

expand this range. 

Confidence in Own Brand products allows the 

company to offer a full Money Back Quality 

Guarantee if customers are not satisfied with any 

of these products. 

Soul Pattinson has a manufacturing site at 

Kingsgrove, which is 1GA and GMP licensed. A 

dedicated team ensures that products meet quality 

specifications and are fully compliant with TGA 

regulations. 


Soulvision, launched in early 2004, aims to be a 

quality destination for vision testing and a premium 

provider of prescription spectacles, contact lenses 

and optical appliances to the public. Soulvision 

utilises existing stores and will build on customer 

b·ust of the Soul Pattinson name. 

Recent consumer research has indicated that 

customers would also like to see an additional range 

of services inb·oduced by Soul Pattinson, including 

such services as naturopathy, iridology and 

cholesterol and diabetes testing. 

lnb·oduced in 2003, the new Body Guard program 

addresses this and tells customers that their Soul 

Pattinson Chemist is a destination for advice on 

welJ-being. The program offers customers screening 

for hearing and bone density as well as blood 

testing for cholesterol, glucose, haemoglobin, blood 

pressure, Body Mass Index and body fat. It 

provides pharmacy staff with the tools and 

information needed to satisfy customers' need for 

advice and information. The program also supp01ts 

key health weeks including Quit Smoking and 

Breast Cancer Awareness. 

The Body Guard program is strongly 

supported by national television C:':;r;f!~ 

advertorials on Good Morning 

Australia, national press adve1tising and 

local area marketing. 

Soul Pattinson is also ecologically 

aware. Nearly seven billion plastic bags 

are used by Australian consumers each 

year. To be a good corporate citizen and to 

reduce this number, Soul Pattinson Chenilst has 

introduced a range of environmentally friendly and 

reusable bags. 

PROMOTION 

The mainstay of the Soul Pattinson marketing 

program is the range of retail focused catalogues. 

Apart from promoting product directly, catalogues 

drive business into stores for collateral sales. Fifty 

per cent of people visit stores as a direct result of 

receiving a catalogue. Research has also 

established that catalogues are the preferred source 

of advertising for 57 per cent of females, and that 

36 per cent of people use catalogues in letterboxes 

as the primary source of information on pharmacy 

products. 

Nearly three-quarters of recipients keep 

catalogues for more than four days. 

The fastest-growing pharmacy loyalty program 

in Australia is Soul Pattmson' s Special 

Privileges Club. It gains 21,000 

new members every 

month and has a 

database of some 

400,000 customers. The 

program is designed to be 

especially simple; joining 

involves simply filling out 

a forfiJ and receiving a card 

on the spot, and redemption 

is automatic. As soon as a 

customer accumulates 200 

points, the POS ternilnal in the 

store automatically generates a 

$10 gift voucher. 

Soul Pattinson's public relations 

program has established relationships 

with retail and health 

correspondents for key press titles in all regions. 

With these relationships and press releases tailored 

to individual stores and target markets, the program 

achieves $1 nilllion a year in free editorial. Its guiding 

concept is 'Think Global, Act Local' . 

The revitalised website is a major marketing tool 

for Soul Pattinson, as are e-mail and SMS marketing. 

All Soul Pattinson Chenilsts have the opp01tunity 

to have an individual web site managed for them. 

BRAND VALUES 

Soul Pattinson is committed to achieving 

success in the marketplace by 

anticipating the future with clear focus 

and a clear vision as a guide. 

The Soul Pattinson Vision is 'To be 

Pharmacy Proud, Providing Well Being 

Solutions for Mind, Body and Soul'. 


SOUL PAmNSON 

0 The first Soul Pattinson Chenilst began 

as a one room shop in 1872 in 

Sydney's Pitt Street. It had to move 

within a year because it was so 

successful that larger prenilses were 

required. That new shop remains 

today, and is one of the nation's 

busiest Soul Pattinson stores. 

0 The handyman who worked in the fmt 

Pattinson pharmacy in Balmain was 

William M01:ris Hughes -better known 

eventually as Australian Prime Minister 

Billy Hughes. 

0 Soul Pattinson Chenilsts have been 

providing pharmacy services, 

professional care and value for money 

to the community for 132 years 

through Member-owned pharmacies. 

0 When Lewy Pattinson selected the site 

for a pharmacy in Maitland in 1904, he 

chose the highest point in the 

shopping area, above the level of 

Maitland's periodic floods. As a result 

the pharmacy has been spared. 

0 There are more than 210 Soul Pattinson 

Chemists nationwide. 

Ill

® 

The Rice Food Experts 

THE MARKET 

Rice enjoys a wide reputation as a nutritious and 

healthy food. This reputation is richly deserved. 

Rice, as an excellent source of carbohydrate, is a 

good energy supply, is low in fat and low in salt, 

contaillS no cholesterol, is low in sugar and contains 

no gluten, additives or preservatives. 

Australians are health conscious and active 

people who are becoming increasingly wel l 

educated about nutrition. These factors have 

certainly played their prut in the increase of rice 

consumption in Australia over the past few yeru·s. 

On average, each Australian eats over ten kilogrruns 

of rice annually. 

SunRice is Australia's leading rice food company 

and has experienced a decade of aggressive growth 

and value creation. Wholly owned by NSW rice 

farmers, SunRice exports 80 per cent of its 

production, representing 4 per cent of world trade. 

With annual exp01t sales of$400 million, SunRice is 

Australia's largest ex porter of branded food 

products and the fourth lru·gest rice food company 

in the world. Australian rice is marketed to 

over 60 countries with Papua New Guinea, 

Japan, Hong Kong and Saudi Arabia as the 

major mru·kets. 

ACHIEVEMENTS 

Consumption of rice has doubled in Australia 

over the past ten years, and 

SunRice can take much of the 

credit for this. SunRice has 

played a major role in raising the 

awareness of the Australian public 

to the benefits of ri ce as a hi gh 

energy food. A stream of new 

products and new flavours, the result 

of intensive breeding programs and mru·ket reseru·ch, 

has helped to promote public interest and to keep 

up with changing tastes and fashions. Today there 

is a greater interest than ever before in international 

rice-based foods, patticularly Asian, Middle Eastern 

and Mediterranean dishes. 

Rice in Australia is grown in southern New South 

Wales where conditions for the crop ru·e close to 

perfect. The limited size of the crop's geographical 

spread helps SunRice to maintain a product of 

consistent quality. At the sa111e time the excellence 

of Australian growing conditions means that quality 

is not simply uniform, but consistently among the 

best in the world. Yields a~·e spectacular. Australian 

rice farmers achieve an average yield of I 0 tonnes 

per hectare, which is one of the highest in the world. 

SunRice is leading the way with the development 

of innovative value-added rice based products in 

the area of quick-cooking rice meal solutions and 

rice based snack foods. SunRice now produces 

quick-cooking flavoured rice side dishes, three 

minute rice snacks and flavoured rice cakes. 

HISTORY 

Rice was introduced in Australia 

in the 20th century, and was first 

cultivated by Isaburo (J o) Takasuka, 

a Japanese immigrant who aJTived 

in 1905 with his fam ily and I 5 bags 

of medium grain Japonica rice. In 19 14 Jo grew 

Australia's first successful commercial crop neru· 

Swat1 Hill , Victoria. After hearing about the 

developing Murrumbidgee Irrigation Area (MIA), 

he sent his eldest son Sho to the Yanco experiment 

farm in New South Wales with bags full of grain 

from the crop. The seed was grown in rice trials in 

the MIA and this was the beginning of the 

Australian rice industry. 

Today, Australian rice is still grown in the 

Murrumbidgee Irrigation Area and the Murray 

Valley, both in New South Wales. Nowadays more 

than 2500 Australian ricegrowers produce an annual 

crop of some 1.3 million tonnes from I 52,000 

hectares. SunRice is Australia's most successful 

producer co-operative and the largest of its type in 

the world. 

THE PRODUCT 

SunRice offers a rice for every occasion as well as 

a wide range of value-added rice products. Core 

rice products include long-grain, medium grai n, 

white and brown, Parboiled, Jasmine, Arborio, 

Japanese-style sushi rice, Basmati, Doongat·a, Wild 

Blend and quick-cooking brown rice. 

SunRice value-added products include snacks 

and meal solutions. SunRice Rice Cakes and 

flavoured rice cakes, rice side dishes and eXpress 

3 minute rice packs and cups. SunRice rice is also 

widely used in breakfast cereals, most notably in 

Kellogg's Rice Bubbles, and in the manufacture of 

snack foods, frozen meals, convenience foods and 

rice 'milk' . 


The Australiru1 rice industry invests in a large 

amount of research to develop new and more 

112

efficient varieties of rice. SunRice now cultivates 

almost all varieties of rice in Australia, which are 

developed after several years of testing to ensure 

the rice has precisely the right flavour, combined 

with high nutrition and ease of cooking. 

Australians a~·e experimenting with and eating a 

larger variety of cuisines, and this trend continues 

to grow. This has also meant an increase in usage 

of "specialty" rice varieties. In pruticular Basmati, 

Jasmine and Arborio rice ru·e becoming more and 

more populru·, as consumers' palates take to Indian, 

Asian and Mediterranean cuisines. The key to 

success for many international dishes is the right 

rice for the right dish- therefore, the SunRice World 

Rices range assists in completing the perfect meal. 

SunRice World Rices help the consumer choose 

the "right rice" and this helps to enhance and 

complement the flavour of the meal. 

SunRice Basmati aromatic long grain rice is well 

suited to Indian and Middle Eastern dishes such 

as curries. SunRice Jasmine fragrant long grain rice 

is ideal for Asian dishes such as stir-fries. SunRice 

Arborio medium grain rice is used mainly for 

Mediterranean di shes such as risotto. SunRice 

Japanese-style sushi rice, a short grain rice, is 

petfect for creating authentic Japanese dishes. 

SunRice innovation has focused on improving 

and further developing its product offerings, 

keeping quality, convenience and taste all at the 

top of mind. In the meal solutions and convenience 

food categories, 2002 saw the successful re-launch 

of the SunRice Rice Side Dishes and the SunRice 

eXpress 3 minute rice range. More recently SunRice 

has extended its rice cake product portfolio and 

has launched a range of flavoured rice cakes. 

SunRice has led innovation in thi s category by 

offering the first product of its kind 

into the Australian grocery mat·ket. 

SunRice has also launched "SunRice 

Pour & Store" which is Australia's 

favourite Premium White Long 

Grain rice, in a convenient bottle 

pack. The lid also acts as a 1 /2 

cup measure, making it easier to 

cook the right amount of rice 

every time. 

PROMOTION 

The original SunRice rice 

sculptures campaign ran for ten 

yeat·s from 1989- 1999. Over the 

course of the campaign rice 

consumption doubled In 

Australia. The campaign was a major success for 

the brand and is recognised as having made 

SunRice famous. In 2002, SunRice re-visited the 

rice sculptures creative idea and re-vamped this 

campaign, in order to get rice at the top of 

consumers' minds once again. Three new rice 

sculpture ads were produced highlighting the health 

benefits of rice, the different varieties of rice SunRice 

produces and offering rice as an easy substitute 

for the sometimes labour intensive mash potatoes. 

The re-launched SunRice eXpress products and 

rice side dishes were supp01ted to achieve maximum 

awru·eness and communicate the key benefits of all 

the products. The campaign, which took place eat·ly 

2003, was titled "Perfect" which showed people 

doing not-so-petfect things with the message that 

"No-one's perfect, but SunRice eXpress cups/rice 

side dishes come close" This campaign 

communicated the key benefits of each product in 

a relevant, and slightly humorous way, helping to 

continually build SunRice as a contemporat·y food 

brand. 

The eXpress campaign 

was also extended to outdoor media and more 

recently (September 2003) a magazine campaign 

was run for the eXpress cup range 

demonstrating why SunRice eXpress cups ru·e 

a better way to fill gaps between meals, over 

common higher-fat noodle and 

pasta products. 

The launch of SunRice 

flavoured rice cakes was 

supported by an outdoor 

campaign, which was 

executed to generate 

awareness of the new 

product offering from 

SunRice. This campaign 

highlighted the flavour hit 

you get from the flavoured 

rice cakes and that "you 

just can't get enough". 

BRAND VALUES 

SunRice, the Australian icon in rice, has historically 

been renowned for tl1e marketing of SunRice Calrose 

Medium Grain Rice. Today, the SunRice range 

includes a rice suited not only to many cuisines 

but also to many eating occasions, including 

snacks. Although the SLnlRice brand has extended 

its range beyond regula~· pillow bags of rice, the 

brand remains familiar and highly trusted across its 

entire range of products. 

The vibrant yellow and red 'sun colours' of the 

SunRice logo ru·e synonymous with wholesome, 

natural and pure food. SunRice, 'The Rice Food 

Experts', is a long established yet contemporat·y 

food brand. Steeped in the tradition of quality 

Australian rice, SunRice now embodies both quality 

and innovation to suit the needs of the modern 

food mat·ket. 

~ 

MEXICAN 


SUNRICE 

0 Sun Rice was awat·ded the prize for Best 

Regional Exporter of the yeru· in 2003. 

0 The United Nations proclaimed 2004 

International Yeru· of Rice (IYR) at the 

fifty-seventh session of the United 

Nations General Assembly noting tl1at 

rice is the staple food of more tl1at1 half 

the world's population. 

0 In 200l/02, approximately 589 million 

tonnes of paddy rice was produced 

worldwide. China and India were the 

lmgest producers. 

0 Up to 40 million people eat Australian 

rice a~·ound the world each day. 

0 Australian rice growers have improved 

their water use efficiency by 60 per 

cent in tl1e past I 0 yeat·s. 

[ 13

THE MARKET 

Telecommunications remains a dynamic and 

exciting industry and will continue to have a 

significant impact on every Australian and the well 

being and prosperity of this country. 

Mobile phones now outnumber fixed line 

connections. Telstra's national digital GSM and 

COMA networks provide more than 97 per cent of 

Australians with access to a mobile phone service. 

Most Australians have online access either at 

home or at work. The ABS figures to March, 2002 

reveal Australia had 4.2 million Internet subscribers 

- 3.7 million households and just over 0.5 million 

business and government. 

Since then, the amount of time Australians are 

spending online passed six billion minutes a month 

- a figure that is growing rapidly, encouraged by 

the availability of broadband connections. 

BigPond's Broadband subscribers increased to 

287,724 in the second half of2002, more than double 

CONN[CT AT 131GPOND COM OR CALl Ill ~S'J 

w It A T A II E y 0 u w A I T I N G F 0 II ? B I G E~ ... ~ · 

the same period in 2001 , and are on track towards 

the overall target of one million subscribers by 2005. 

Australians make around one billion local phone 

calls a month and spend about four billion minutes 

a month talking on the phone 

SMS is becoming a recognised tool for 

businesses to improve productivity. SMS activity 

grew substantially in the second half of 2002, and 

in December alone ,Australians sent each other over 

250 million messages with almost !8 million sent 

across all mobile networks on New Year's Eve. 

ACHIEVEMENTS 

Recently, as Official Worldwide Telecommunications 

Partner, Telst.ra was responsible for 

providing telecommunications services for the 

Rugby World Cup 2003 tournament across all 

venues in Australia - helping to bring alive the 

excitement of one of 2003's biggest international 

sporting events. 

HISTORY 

In 1901 the Postmaster General's Deprutment (PMG) 

was established to manage all domestic telephone, 

telegraph and postal services. The year 1914 saw 

the debut of automatic telephony. 

In 1946 the Commonwealth established the 

Overseas Telecommunications Commission to 

manage Australia's growing international 

telecommunications. 

The 1960s gave telephone users the 

convenience of automatic STD dialling. It was an 

era that saw PMG develop into one of the country's 

most significant construction companies, as 

technicians crossed the land connecting no1th to 

south and east to west; a massive automation 

project that reached completion almost 30 years 

later in Mudgee, west ofNSW's Blue Mountains. 

By 1975, the Commonwealth Government 

separated the functions of post office and domestic 

telecommunications, creating Australia Post and 

the Australian Telecommunications Commission, 

trading as Telecom Australia. The Overseas 

Telecommunications Corporation continued to 

handle international access. 

In 1989 the Commission became the Australian 

Telecommunications Corporation, and three years 

later OTC and Telecom Australia merged to create 

the Australian and Overseas Telecommunications 

Corporation Limited (AOTC). 

By 1993 the deregulation of the domestic market 

was under way. On July I , 1995, the organisation's 

local trading name changed to Telstra. 

In early 2003, Telstra connected its 12 millionth 

mobile service and launched new technology which 

combines voice, data, internet access and 

computing functions in a single, hand-held mobile 

communication device, known as a BlackBerry. 

Today, Telstra faces the future confident in the 

achievements of a century of service, and 

continuing to lead the way in the evolution of 

telecommunications as Australia's leading global, 

full service provider. 

THE PRODUCT 

Telstra has recently invested in developing and 

introducing new fixed-line products, launching 

state-of-the-aJt technology that enables customers 

to tell the phone what to do. The voice command 

system ' I # Telstra Feature Assistant' activates 

features such as Call Waiting and Call Forward. 

July 2003 saw the launch of 'Telstra Home Messages 

10 I TM' - a free message service for residential 

customers. 

A revolution is alrea:ly occurring in wireless data. 

Usage of traditional SMS is increasing, as are new 

wireless data applications such as entertainment 

and transaction, information and location services. 

As well as voice, today' s mobiles can transmit text 

messages, access the internet, download emails, 

buy a soft drink hom a vending machine and pay 

for parking. T he mobil e can be a phone, an 

organiser, a radio, an electronic wallet, a video 

camera, a still camera and an emai l centre all in one. 

The internet has increasingly become a natural 

part of how we work, study, li ve, relax and keep in 

114

touch. Reliable dial-up internet is available across 

Australia via a fixed telephone line. Broadband has 

become the next wave, taking Australians another 

step towards utilising the internet to its full potential. 


Telstra plays a critical role in influencing future 

communications technology, and is always looking 

for innovative ideas. In the future, Telstra sees a 

range of new applications, based on mobile data, 

interactive TV and voice technology: 

WLAN (Wireless Local Area Network): Telstra 

'Wireless Hotspots' deliver high-speed internet 

without wires. WLAN technology enables users 

to connect wirelessly to their existing home or office 

internet, potentially at speeds as fast as a home 

broadband connection, all through their laptop or 

handheld computer (where coverage allows). 

Customers can charge their usage directly to their 

Telstra mobile phone accounts. 

Lyrebird: Developed by Telstra Research 

Laboratories, Lyrebird is a tool for developers to 

rapid ly create a nd deploy 

complex and high-quality 

natural language speech 

applications, which enable 

people to speak naturally to a 

computer. 

SMS FIND: is a prototype 

service developed by Telstra 

Research Laboratories that will 

a llow users to search for 

facilities and services in a 

desired area. To find the nearest 

chemist, for example, users need 

only to type the word 'chemist' 

into their mobile phone and 

SMS FIND will respond via 

SMS with the information. 

Mobile EFTPOS: allows retail EFTPOS 

transactions (debit and credit) to take place over 

the Telstra GSM network using either GSM (Circuit 

Switch) or GPRS. The service gives identical 

functionality to a fixed EFTPOS service. It offers a 

payment option when there is no fixed phone line, 

such as in a taxi or at the markets. 

PROMOTION 

Telstra is committed to the Australian community 

and this support extends to sport, arts and 

community sponsorships, enabling Telstra to 

connect with communities across a broad range of 

interests, supp01ting vital services for the benefit 

of the community and making the arts more 

accessible to the wider community. This is being 

achieved through a range of initiatives including 

free entry to exhibitions, online programs, 

workshops and regional tours. 

• Telstra introduced the Telstra and Australian 

Governments' Small Business Awru·ds in 1992 to 

recognise the achievements and enterprising spirit 

of sma ll businesses across Australia. Telstra 

developed the awards to help profile Australian 

small businesses. 

• The Telstra Business Women's Awards is a 

unique program designed to recognise and 

celebrate the remarkable achievements of Australian 

business women. The awards were created by 

Telstra in 1995 and recognise the enormous 

contribution women make to both the business 

sector and the general 

community 

• Bangan·a Dance Company 

reflects the life experiences and 

attitudes of contemporary 

indigenous communities. 

• Telstra's association with 

The Australian Ballet is now 

in its 20th year. 

• Telstra's sponsorship of 

the National Aboriginal and 

Torres Strait Islander Art 

Award has helped raise the 

profile of indigenous artists 

and has contributed to it being 

recognised as the most prestigious award for 

indigenous art in Australia. 

• Telstra's support of the MCA (Museum of 

Contemporary Art), located in Sydney, makes 

modern art accessible to more people by funding 

the free admission policy. Telstra' s support of 

regional tours and online chats with artists via 

Telstra.com has further widened MCA's ability to 

bring art to the people of Australia. 

• Telstra is Principal Prutner of the Sydney Cancer 

Centre as well as principal sponsor of the Sydney 

Cancer Centre's Telemedicine Outreach Program 

which aims to help enhance the delivery and 

improve the quality of care, access, education and 

research for cancer patients and families in rural 


• Telstra's suppOitofChild Flight enables medical 

retrieval when needed by sick babies and children. 

Each helicopter carries two intensive care units, 

four medical staff and two pilots and each has a 

faster response time than any other helicopter used 

for medical retrieval in New South Wales or the 

Australian Capital Territory. 

• In 2001 , Telstra pledged $1.25 million over five 

years to the Victor Chang Cardiac Research Institute 

to assist a major research project on exploring 

muscle cell development and biology, and the 

moleculru· machinery regulating protein production 

in the hemt and other tissues. 

• Telstra's commitment to sport in Australia 

covers a diverse range of sporting prope1ties, which 

includes suppmting the development of athletes, 

from the elite through to grassroots pruticipation. 

Australian Swimming, Australian Paralympic 

Committee, Athletics Australia, National Rugby 

League, and SUif Life Saving Australia. This also 

includes BigPond's sponsorship of the V8 

Supercru·s. 

Telstra also provides support to state-of-the art 

sporting and entertainment venues: Melbourne's 

Telst:ra Dome and Sydney's Telst:ra Stadium. 

Through Jl11tJatives such as Telstra 

HeroMessaging, hosting and development of 

official websites, development clinics, regional road 

shows, promotions and competitions, Telstra aims 

to provide Australiru1s with greater access to their 

sporting heroes, support community pmticipation 

in sp01t and enhance the development of sport in 


BRAND VALUES 

As Australia's connection to the future, Telstra' s 

mission is to develop, design and deliver great 

communications solutions to every customer. 

To supp01t this business vision, Telstra's brand 

strategy focuses on three core brand messages - 

caring, clever and trustwOithy. Telstra strives to be 

caring by being warm, friendly and listening to 

customers needs; clever by delivering products/ 

services which solve every day issues; and most 

of all trustworthy, by providing leadership, keeping 

promises and being community oriented. 

The focus is to ensure that Telstra delivers on 

each of these messages in every one of its customer 

touch-points. 


TELSTRA 

On a typical working day, Telstra' s people: 

0 connect ru·ound 30 million calls; 

0 receive approximately 130,000 retail 

customer enquiries; 

0 install more than 3,600 services; and 

0 receive more than 850,000 directory 

assistance calls. 

115

THE MARKET 

While Australia is a wealthy country, 

there is a growing sense of another class 

of people emerging, trapped in a cycle 

of poverty and despair. 

Homelessness, a crisis in our ability 

to care for older people, family 

breakdown and conflict, alarming levels 

of domestic violence and sexual abuse, 

inadequate provision for the mentally 

ill, and problems arising from drug, 

alcohol and gambling related addictions, 

are growing challenges faced by the 

community and The Salvation Army. 

ACHIEVEMENTS 

The Salvation Army - affectionately 

known as 'the Salvos' - is one of this 

country' s most loved organisations, 

with research revealing it is the most 

highly thought of charity in Australia. 

The Salvation Army's 'Christianity 

with its sleeves rolled up' ethos has 

endeared it to the Australian public, in a 

country where religion has always 

struggled to gain acceptance. 

A reputation for being at the frontline 

of need was largely achieved through 

the strong presence of Salvation Army 

officers amongst Australian armed 

forces in times of war. Assisting the troops, burying 

the dead, and dispensing cups of tea, the Salvos 

were considered to be as much a part of the fighting 

forces as the soldiers themselves. 

The battle has not ended, and in times of 

emergency and national disaster today, the Salvos 

are still there, offering comfort and suppott. Recent 

years have seen ordinary Australians facing 

extraordinary disasters including the worst drought 

on record and devastating bushfires that destroyed 

hundreds of homes in Australia's Capital and in 

NSW and Queensland. Following the Canberra 

bushfires of January, 2003, teams of Salvation 

Army Emergency Services (SAES) volunteers fed 

more than 3,000 people, while others at the ACT 

Bush.fire Recovery Centre met displaced people, 

directed them to relevant 

agencies and provided a 

listening ear. 

TheSalvationArmy's 

commitment to being 

there for Australians in 

crisis was particularly 

evident following the 

tragic Bali Bombings of 

October 2002. SAES 

teams and chaplains 

were at Sydney 

International Airport, as 

well as other Australian 

airports and hospitals, 

comforting and 

counselling victims and their families, 

tourists, airport and airline staff and 

emergency services personnel. 

The growing battle against povetty, 

addiction and despair rages daily for 

many Australians and their families, and 

probably the most important aspect of 

Salvation Army work is its provision of 

caring social and community services 

from day to day. 

Every year throughout Australia The 

Salvation Army: 

Assists 1.08 million people; 

Locates about 2,000 people through 

the Family Tracing Service; 

Meets more than 520,000 crisis 

requests; 

Assists more than 3,000 women 

through domestic violence services; 

Provides court and prison support 

to people at the rate of 440 every day; 

Accommodates 2,250 homeless 

people each night. 

HISTORY 

The Salvation Army was founded in 1865 

in the slums of London by a former 

Methodist minister, William Booth, who 

wanted to make the church more 

accessible to the whole community. At 

the time, many poor and working class people were 

excluded from the churches. Originally known as 

the Christian Mission, the name 'The Salvation 

Army' was adopted in 1878 and since then the 

organisation's structure has been based on military 

lines. 

Initially Booth's Christian Mission intended to 

gatherthe povetty-stricken multitudes of London' s 

East End and link them up with existing churches. 

However, as such people were regarded as outcasts 

and were not welcomed by the wealthy and 

respectable church members of the day, Booth was 

forced to provide a more permanent organisation 

for the ongoing spiritual care of his convetts. 

Booth' s concern for the destitute masses of 

England was not only spiritual. The more he learned 

of the plight of the thousands spurned by Britain 's 

industrial revolution, the more determined he was 

to see lasting social change. 

From the Army' s earliest days, various social 

programs had grown up alongside the mission's 

spiritual ministry, including food shops, shelters, 

and homes for 'fallen' girls. 

However, these were just the first elements in a 

98

oad scheme. In the early 1890s Booth published 

'In Darkest England' , an ambitious and complex 

plan to deliver England from its social woes. Soon 

Booth opened labour exchange services, which 

would place thousands of unemployed persons in 

jobs. Discovering that some 9,000 people dropped 

from sight in London each year, he established a 

missing persons bureau. He dreamt of a fatm colony 

where derelicts could be given honest labour and 

pleasant surroundings. He wanted to establish a 

poor man's bank; he offered legal aid to the destitute 

and he envisaged an emigration scheme which 

would develop a new overseas colony. Throughout 

the 1890s there was a need to find work for the 

jobless, so the Army created jobs by venturing into 

business itself. 

From this began a network of social service 

which continues today in I 08 countries of the world. 

On September 5, 1880, Edward Saunders and 

John Gore led the first Salvation Army meeting in 

Australia from the tailgate of a greengrocer's cart 

in Adelaide's Botanic Pru·k. 

When Gore said: "If there's a man here who 

hasn't had a square meal today, let him come home 

to tea with me," he was expressing the Army' s 

concern for a person's physical as well as spiritual 

needs. 

From this humble beginning, The Salvation 

Army grew rapidly in Australia. Surprisingly, 

pioneer Salvationists faced rowdy and sometimes 

violent opposition, with at least two members being 

fatally injured. However, by 1890 mob attacks had 

virtually disappeared and by 1901 Salvationists 

comprised more than 1 per cent of the population. 

THE PRODUCT 

Today, The Salvation Army' s network of caring 

services is as wide-ranging and diverse as the areas 

of need in the Australian community. 

Areas of service include: 

Family and community welfare centres 

providing emergency assistance, including food, 

clothing, furniture, counselling and referral. 

Child care services and camps for 

economically disadvantaged children and single 

mothers. 

Hostels and supported accommodation 

facilities for homeless men, women, young people 

and families in crisis. 

Refuges for women and their children 

fleeing domestic violence situations. 

I 

Long term rehabilitation programs for those 

addicted to alcohol, drugs or gambling. 

Youth care centres and outreach programs 

for those living on the streets. 

Telephone counselling, financial and 

professional counselling, trauma management, grief 

and suicide support groups. 

Court and prison chaplaincy. 

Employment and training programs. 

Family tracing service to help find missing 

persons. 

Emergency services, providing assistance 

in times of disaster or emergency. 

Chaplains offering support to police, fire 

brigade, emergencies and defence forces personnel. 

Rural chaplains. 

Outback flying service. 

English speaking classes for migrants. 

Aged care services including nursing 

homes and hostel care. 

Social education, training and supported 

accommodation for intellectually disabled people. 

Visitation to hospitals, nursing homes and 

people 'shut-in' in their own homes. 


The Salvation Army in Australia is increasingly 

being regarded by governments and business as 

an effective, efficient, caring model for social welfare, 

recovery services and youth and family support. 

The Salvation Army Employment Plus, a central 

part of the Government's provision of employment 

services, continues to achieve outstanding success 

with more than 3,500 people each week assisted to 

find work. 

The Salvation Army's Bridge Program continues 

to lead the way in drug, alcohol and gambling 

rehabilitation, with the programs expanding 

significantly in recent years to accommodate 

increased demand. As part of a caring community, 

The Salvation Army continually provides and 

develops family and individual support, meeting 

present needs effectively and focusing on 

developing basic skills to overcome the 'traps and 

tensions' of modern society. 

PROMGnON 

Each year The Salvation Army launches an 

integrated communication campaign to promote its 

Red Shield Appeal fundraising drive, which 

includes a business appeal, direct mail campaign 

and a national doorknock weekend. 

The communication campaign utilises not only 

main media such as television, radio, press, outdoor, 

bus sides, magazine and cinema, but also links into 

other communication techniques such as ' J 3' 

telemarketing numbers, sales promotion ideas, 

McDonald's traymats, promotional videos and 

direct response mailing. 

All advertising time and space given to The 

Salvation Army is donated free of charge by the 

media which helps ensure that 83 cents in every 

dollar donated to the Army goes directly to the 

point of need. 

The overall public relations program of The 

Salvation Army underpins and supports the 

communication crunpaign to promote the Red Shield 

and Christmas appeals. The position of The 

Salvation Army on specific issues is communicated 

consistently to produce awareness of issues and 

solutions, as well as recognition of the one-to-one 

hope and care The Salvation Army offers to 

individuals, families and the community. 

BRAND VALUES 

Research reveals that the popular Salvation Army 

slogan 'Thank God for the Salvos' has almost total 

recognition amongst the Australian public, 

achieving 93 per cent aided awareness. 

The Salvation Army consistently comes out in 

reseru·ch as the charity people would most like to 

donate to (named spontaneously). 

Similarly the Red Shield logo is widely 

recognised, even sought after by companies 

wishing to link their brand with this solid emblem 

of caring social service. 

The uniform also gives the Salvos a very visible 

presence, often creating a sense that they are 

'everywhere', although uniformed Salvationists are 

actually a very small percentage of the Australian 

population. 


THE SALVAnON ARMY 

0 Eighty-three cents in every dollar 

donated to The Salvation Army goes 

directly to those in need. This is one of 

the most efficient rates of any chru·ity in 


0 It is thought that the name of the 

popular biscuit by Arnotts, SAO, 

stands for 'Salvation Army Officer'. 

0 The first moving pictme film in 

Australia, 'Soldiers of the Cross', was 

made by The Salvation Army. 

0 Red-tipped 'safety matches' were 

introduced by The Salvation Army in 

England during the 1890s at a time 

when matches were still produced 

using poisonous yellow phosphorus 

which caused the fatal disease 'Phossy 

Jaw' in poor factory workers. 

0 The Salvation Army successfully 

campaigned to have the age of consent 

in the UK raised from 13 years of age to 

16yearsdming 1885. 

0 'Strawberry Field' was a Salvation 

Army children's home where John 

Lennon of The Beatles spent time as a 

child. 

99

THE MARKET 

In a cluttered marketplace with many different 

messages and media vying for attention, it is the 

quality products and trusted brands that hold their 

own against the communications noise. TIME, 

which has been delivering authoritative information 

and balanced insight on the events that shape our 

world for more than 80 years, is one of those brands. 

The most well-known and trusted media brand 

around the globe, TIME boasts a worldwide 

circulation of5.4 million, with 30.1 million readers in 

over I 80 countries. This breadth of coverage is no 

small feat considering the challenges of 

transcending international borders and appealing 

to people of widely differing cultures. It is TIME' s 

rigorous reporting and fact-checking, along with 

its recognition that issues have different impacts 

in different regions, that have enabled it to achieve 

globaJ exposure and compete as successfully in 

regional markets as it does in the United States. 

TIME South Pacific has succeeded in rising to 

the challenge in extremely competitive AustraJian 

and New Zealand markets that in recent years have 

seen an unprecedented proliferation of 

magazines-from specialist to business, 

homemaker, lifestyle and food titles. Within this 

competitive magazine environment, TIME has 

maintained and enlarged its niche, creating strong 

brand loyalty among advettisers and readers alike. 

TIME enjoys a unique position in the South 

Pacific as the onJy international newsmagazine to 

offer advertisers exposure in both Australian and 

New Zealand editions. Its corrunitment to the tried 

and tested TIME values of delivering in-depth, 

FI FTEEN CE1-.'TS 

TIME 

The \'V'eekly News-Magazine 

authoritative analysis and repotting to readers in 

different parts of the world has helped make it the 

leading magazine in its competitive set in both 

readership and circulation. 

ACHIEVEMENTS 

TIME has always been characterised by relevance 

and forward thinking, and the magazine' s original 

premise-to keep busy people well informed about 

world events - is as relevant today as it was in 

1923. 

In its SO-year career, TIME has built an unrivalled 

global reach that has allowed TIME repotters, and 

ultimately its readers, the oppottunity to meet with 

world leaders and be at the coalface of world events 

enabling them to experience the enormity of many 

history mak.ing moments. For example, TIME 

secured Mikhail Gorbachev' s first face-to face 

interview with Western media in 1985; contributor 

Hugh Sidey was riding SO metres behind President 

Kennedy on that fateful day in 1963; and Executive 

Editor Chris P01terfield was backstage at The Ed 

Sullivan Show when The Beatles made their first 

appearance in 1964. 

TIME has set the benchmark both in journalism 

and publishing practices with its focus on breaking 

news, photographic excellence and journalistic 

integrity. It is TIME's integrity and rep01t.ing savvy 

that has led to media outlets adopting its vernacular. 

In 1939TIME's Executive Editor, Frank Norris was 

credited with naming World War II. TIME also lead 

the way in the publishing arena when it created the 

first ever annual subscription in 1929 with its 

perpetual subscriptions priced at sixty dollars. In 

1965 the US post office honoured TIME for 

developing the zip code (a system that was 

developed to speed up TIME subscriptions 

deliveries).ln the South Pacific, TIME is one of the 

few magazines built on a subscription model, 

secunng more than 80 per cent of sales by 

subscription. 

HISTORY 

Over 80 years ago in 1923, TIME magazine printed 

its first edition, the brainchild of Yale graduates 

Briton Hadden and Henry Luce. It was a slender IS 

116

cent leaflet printed in black and white on newsprint. 

Within four years of its launch TIME had turned a 

profit and within six it had a circulation of200,000. 

The public seemed to enjoy Luce and Hadden' s 

rep01tage style which provided news but gave it 

the drama and narrative pace of a novel. 

By 1958 the magazine had more than 400 

reporters and 33locations worldwide. A network of 

bureaus remains at the core of the magazine's news 

gathering system today and the editorial process 

has changed little. Correspondents are sent out to 

gather facts , in-house reporters check them for 

accuracy and writers and senior editors shape them 

into vivid stories. 

ln its first decade, TIME established traditions 

that remain an intrinsic part of the magazine's 

identity today. In 1927 TIME introduced the 

trademark red border and the annual Man (now 

Person) Of The Year issue which names the person 

who most influenced the world for better or worse 

in the year just past. 

In 1961 TIME ran its first edition with local 

Australian advettising but it wasn' t until 1986 that 

the first Australian issue with local editorial pages 

was published. 

Today, TIME magazine continues to operate 

under Time Inc, which is the publishing arm of its 

parent company Time Warner, the world's leading 

media and entertainment company. 

TrME magazine is a remarkable illustration of 

how a good idea can shape history for decades 

and how a product can transform itself into one of 

the world's most recognised and trusted brands. 

THE PRODUCT 

From its humble beginnings TIME remains the 

world leader as the largest and most successful 

newsmagazine, renowned for its journalistic 

excellence and innovation. 

TIME is the only international newsmagazine 

with regional editors who customise editions, 

including the South Pacific, so they are relevant 

and meaningful to local readers. Regional editorial 

teams have the unique ability to draw on the 

advanced editorial resources of other international 

editions and other Time Inc. magazines such as 

Fortune and Sports Illustrated. 

TIME readers are also drawn to the product for 

its repotting across a broad spectrum of topics from 

technology to social science, business, the arts, 

history and fashion. Readers are informed and 

entertained with weekly sections such as 

Worldwatch, Arts & Entettainment and Essay and 

TIME's thought-provoking special editions 

including widely read annuals TIME 100, Coolest 

Inventions and Person of the Year. 

TIME's Person of the Year has become a 

landmark issue for TIME since 1927, eagerly 

awaited by readers and world media and confirming 

TIME's position as a credible authority on world 

events. 

TIME's sensitivity and understanding 

of regional difference is 

highlighted by the inclusion of 

News makers of the Year in intemational 

editions, including the recognition of 

their impact in their respective 

regions. 


TIME celebrated its 80th birthday 

in2003 with a special double issue 

focusing on the most pivotal day 

in each of the last 80 years. The 

issue relived those 80 years 

through the eyes of TIME's 

reporters, editors and photographers 

as well as several contributors highlighting how 

TIME's worldwide access has helped people 

understand world events across the decades. 

The strength of TIME's brand has enabled the 

magazine to continually evolve through brand 

extensions like the fashion supplement, Style & 

Design. TIME developed Style & Design to reach 

its most affluent and style conscious readers around 

the globe. 

TIME is committed to the development of the 

product and creation of new initiatives to ensure 

that the magazine continues to re-invent itself and 

remains relevant to all readers and regions around 

the globe. 

PROMOTION 

TIME's red border remains its most valuable 

marketing tool and has become synonymous with 

the brand around the world. The red border 

masthead has appeared on the cover of the magazine 

since 1927 and only one issue since then has 

appeared without it- TIME' s September 11 

Commemorative Edition was printed with a black 

border in memory of those who lost their lives on 

that historic day. The red border is the core of 

TIME' s current global advertising campaign. 

Strategic alliances are another promotionaJ tool 

used widely by TIME. The magazine's association 

with the Olympic Games is a perfect example of a 

global marketing initiative that creates a unique 

platform for TIME to deliver benefits to readers 

and advertisers. 

Editorially, TIME has covered the Olympic 

Games since the magazine's beginnings in the 1920s, 

and has enjoyed a long and successful 

association since signing on as 

a worldwide sponsor for the 

1984 Games in Los Angeles. 

BRAND VALUES 

TIME is the world's most interesting 

newsmagazine. It continues to build 

on its long tradition of excellence by 

reporting with authority and integrity 

on the people and events that shape 

the world. 

TIME is corrunitted to delivering 

in-depth world news on a broad 

spectrum of topics, both local and 

international, every week. It provides 

authoritative, unbiased and in-depth reporting and 

expert analysis to it readers, it is able to gain access 

to world events and world leaders and it reaches 

over 30.1 million readers world-wide. 

TIME is a trusted source of current affairs which 

are presented in an insightful and meaningful way 

provoking readers to think, and to keep them wellinformed 

in a complicated and changing world. 


TIME 

0 TIME has over 30 million readers 

worldwide and is patt of the lat·gest 

media company, Time Wat·ner. 

0 TIME was co-founded by Yale 

graduates Henry Luce and Briton 

Hadden in 1922. The first issue of 

TIME was published on Mat·ch 3, 1923. 

0 In I 929 TIME offered readers Perpetuai 

Subscriptions for sixty dollat·s. 

0 In 1939, TIME Executive Editor, Frank 

Norris, was credited with natning 

World War II. 

0 In 1965 the US Post Office honow·ed 

TIME for developing the zip code ( a 

system that was developed to speed 

up TIME's subscription deliveries). 

0 The reel border first appeat·ed on the 

cover in 1927. 

0 The first TIME Man of the Yeat· was 

Chat·Ies A. Lindbergh ( 1927). 

0 In 1943 TIME was available for the first 

time in Australia. 

0 Albeit Einstein was named TIME' s 

Person of the Century in 2000. 

0 The first Australian to appeat· on the 

cover of TIME was Datne Nellie Melba 

(1927). 

1!7

TOYOTA 

Today almost 40 per cent of all Toyotas are 

manufactured outside Japan and with the opening 

of vast new markets in China and India, as well as 

Europe, it is likely off shore manufacture will soon 

predominate. 

Toyota has taken the lead in many engineering 

developments which have guided world motor 

vehicle demand. 

It was the first truly mass-manufacturer to 

THE MARKET 

Australians are buying 900,000 new vehicles a year 

-an all-time record. A decade ago they bought fewer 

than 800,000. 

More than 200,000 all wheel drive vehicles are 

sold each year and it is likely that demand will grow 

even further. Australian businesses are also 

investing in new, even safer and more car-like 

commercial vehicles. More than 150,000 are sold 

each year. 

Business confidence, favourable exchange rates, 

and financial stability have all contributed to the 

expanding automotive market. 

ACHIEVEMENTS 

Toyota Australia has been outright market leader 

for seven of the past twelve years. It has been 

instrumental in each of the major growth markets, 

leading sales in the light, small and medium 

passenger vehicle segments, the all wheel drive 

market and the light commercial vehicle sector. 

Toyota has become Australia's leading expmter 

of motor vehicles. It exports more than 66,000 

Australian-made Camrys, earning more than $1.5 

billion each year. That is more than 30 per cent of 

Australia's total motor vehicle expmts. 

Globally, Toyota Motor Corporation, Japan's 

largest car maker, is committed to a target of 

achieving 15 per cent of all motor vehicle sales by 

the end of the decade. In Australia Toyota already 

claims more than 20 per cent of sales. 

The Toyota Modular Platform (TMP) technique 

pioneered on Australian-made Carmy and Avalon 

has the potential to become a universal trend. TMP 

utilises the same, or similar, rolling chassis as host 

to a number of different vehicles. Toyota has 

demonstrated the versatility ofTMP with a special 

show vehicle, the locally designed all wheel drive 

Sportivo coupe which points to its Australian 

design capability. 

ln 2003 Toyota Motor Corporation was for the 

fu·st time nominated the most admired company 

outside America in the annual Fmtune magazine 

poll of the world's top 50 corporations. 

The Fmtune poll found Toyota to be the world's 

most admired car company, significantly ahead of 

German and Japanese competitors. 

HISTORY 

Toyota Motor Corporation built its first car - the 

AA - in 1936, and its first exports occurred only 

four months later. 

The first Toyotas came to Australian in the mid- 

1950s and the first distribution agreement was 

established in 1959 with construction magnate Sir 

Leslie Thiess, who used them on the Snowy 

Mountains HydroElectric Scheme. Thiess' 

LandCruisers sold to resource-based industries 

across Australia's vast north and western regions 

helped open the outback. 

The first Toyotas built outside Japan were 

manufactured in Melbourne in the ear·ly 1960s. 

WANT TO CHANGE 

THE WORLD? 

I:I ..J.t:q l t. l:r.IO~ ~-~1 1 ... l l l""' f,, -·t-.l>llilo- 

brQ!'"J ~l'-~-1)! ~1-.t'~"Jtl!tl"" O ~('I'~ !I1M'\II 

ot'it'O! ... I I ~l-~•rl! \~10!!,.. 

~OKIY J =:::;7::.: 

dl~ ~- !o.lll>lir , 1T>ri4 

~>:~..ex 

l..o:l w.tl

It is committed to offering hybrid versions of all 

its major passenger models over the coming years. 

THE PRODUCT 

Toyota markets 20 different models in Australia in 

103 variants- more than any other vehicle company. 

It leads nine of the seventeen segments which make 

up the Australian market. 

Toyota Camry and Toyota Avalon are both 

locally manufactured at Toyota's Altona, Victoria 

plant. Almost 120,000 me produced each year-. 

Toyota's four wheel drive range- LandCruiser, 

Prado, Hilux, and its all wheel drives RAV4 and 

Kluger are each well suited to local market 

conditions. 

LandCruiser, promoted as King Off the Road, 

accounts for better than 50 per cent of large 4x4 

demand. LandCmiser 78 series workhorse and Hi lux 

4x4 together make up 36 per cent of the 4x4 pickup 

market. 

Toyota's light, small and medium passenger 

motor vehicles - Echo, Corolla and Camry each lead 

their market segment and combined they out sell 

Australia's top selling six cylinder fleet and family 

vehicle. 

Toyota's vehicles are well placed to meet the 

increasingly lower voluntary fuel consumption 

tar·gets agreed between the motor industry and the 

Federal Government. 


Toyota Motor Corporation has chosen Australia 

as an important site for its global engineering 

expansion. 

A new technical centre is being built at Monash 

in Victoria to house up to 500 designers and 

engineers who will be engaged in development of 

cars for the region, and for the world. 

Toyota has committed to reinforcing its position 

as global automotive leader in technology. Its 

second generation hybrid Prius is a benchmar·k 

example. It develops more combined power, has 30 

per cent lighter battery storage and boosts onboar-d 

electric power by almost 50 per cent. That 

means the driver of new generation Prius can 

choose to use even more power or be even more 

energy efficient. 

By 20 I OToyota aims to have two million hybrids 

on the world's roads, and it will have launched its 

fu·st hydrogen/electric hybrid- a zero emission car·. 

Current Prius halves the fuel consumption of an 

equivalent petrol-only car and reduces emissions 

by up to 90 per cent (Based on testing to ADR81 /0 I 

on a similar· sized car). Technological development 

applies equally to safety and comfort. 

DAT (Driver Assist Technology) on some 4WD 

models delivers driver aids which include vehicle 

stability control (VSC), electronic brake force 

distribution (EBD), downhill assist control (DAC), 

traction control (TRC) and hill start control (HSC). 

The company has adopted GOA (Global 

Outstanding Assessment) to ensure that its 

vehicles comply with the most advanced passive 

safety standards of all countries. 

PROMOTION 

Lifestyle integration has been the highpoint of 

Toyota's thrust to become even a greater pmt of 

AustTalian culture. 

Toyota has always been part of the outback. 

When Australia's post-2000 drought was at its most 

critical point it was Toyota which organised and 

underwrote the first publicly-funded drought relief 

prograrn. Toyota genuinely sought no recognition. 

Its goal was to support the community of which it 

was part. 

Toyota has been at the forefront of specifically 

tailored gender-spt>cific programs like Toyota 

Avenue and Safe 'N' Savvy- each recognising that 

women positively influence up to 80 per cent of all 

private automotive purchase decisions. 

The Toyota Community Spirit program, launched 

in 200 l is a central par·t of the company's aim of 

providing opportunities to work with local 

COI1U"l1Unities. 

Toyota is the principal sponsor of National Tree 

Day, an initiative of Planet Ark. At the most recent 

National Tree Day communities ar·oLmd Australia 

planted 2.2 million trees- and the positive influence 

on young Australians was significant. 

A Toyota initiative to make it possible for school 

students to study mechanical engineering as pmt 

of their curriculum has expanded to become an 

industry-wide practice supported by most 

Australian Departments of Technical and Fmther 

Education (TAFE). The T-3 program is expanding 

knowledge and creating car-eers. 

Toyota is pmt of Australian sporting culture. It 

is principal sponsor of AFL. It enjoys a strong 

association with icon golfer Greg Norman and has 

its own motor racing team Toyota Team Racing 

which contests the Australian Rally Charnpionship. 

Toyota's long term advertising slogan: "Oh 

What a Feeling" endures as one of the country's 

most recognisable and oft-repeated catchcries. But 

with time it is evolving and coming to represent far· 

broader based community values. 

BRAND VALUES 

QDR - Quality, Dependability and Reliability - is 

the cornerstone of Toyota's reputation. Add to that 

Innovation and Inspiration and the brand values 

which suppmt the company's evolving structure 

take shape. 

The development of leading technologies to aid 

safety, the environment and occupant enjoyment, 

ar-e driving Toyota to a new level of value in the 

community. 

Toyota entered Formula One motor sport as a 

means of inspiring its own people and its customers. 

When asked why his company had entered F1, 

Toyota president Fujio Cho said: "So that I can 

employ even better people". 

0 

0 

0 

0 

0 

0 

0 

0 


TOYOTA 

In Australia, Toyota encouraged its 

youngest employees to design their 

own car·. The RAW group ofunder-25 

staff members highly modified a 

Toyota Hilux utility and displayed it at 

the Sydney Motor Show. 

Toyota now has divisions building prefabiicated 

houses, boats, aircraft 

engines, and aids to intelligent 

t:rar1sport systems like electTOnic 

tollbooths. 

More than 6,300 multi-media electronic 

information terminals have been 

installed in convenience stores 

tJu·oughout Japa11 to allow customers 

to shop, request vehicle price estimates 

and make appointments with Toyota 

dealers. 

The Toyota PM (Personal Mobility) 

concept vehicle launched at the Tokyo 

Motor Show only allows access to the 

vehicle after a finger print check. The 

all-electric vehicle can compress its 

wheelbase to fit into tight par·king 

spots. 

Visitors to Expo2005 in Japan will be 

transpmted ar·mmd the giant site by 

driverless Toyota IMTS (Intelligent 

Multimode Transit System) vehicles. 

The IMTS vehicles can operate 

separ·ately, picking up and dropping off 

passengers at will, or join up in platoon 

fmmation. 

Toyota is cmmnitted to the concept of 

hybrid fL1el cell/ electric vehicles rather 

than pure fL1el cells envisaged by some 

other companies. Electricity made from 

hydrogen offers an amazingly high 83 

per cent theoretical efficiency and that 

is far· preferable to dependency on a 

single fuel source. 

Toyota has celebrated 40 yem·s of 

building cars in Australia and in 2004 it 

locally manufactmed its two millionth 

vehicle. Globally Toyota has now 

delivered more than 28 rnillion Corollas 

-the world's most popular· em- and 

nine million Cmmys. Its one tonne 

Hi lux utility- the world's most in 

demar1d light truck - has passed the 12 

rnillion production milestone. 

Toyota set a new sales record in 2003 

delivering 6.42 million vehicles globally. 

Almost 200,000 of these were in 


119

\!rrabtng f)ost 

THE MARKET 

The Trading Post is a specialised 

classified advertising publication 

with a national market. This 

superbrand is a leader in its field 

and a true Aussie icon. From 

Adelaide to the Gold Coast, 

Darwin to Hobart, Australians 

look first to the Trading Post 

when buying or selling. 

Aided by declining readership 

of daily newspapers, a company 

policy to provide value for 

money, and a highly successful 

and innovative internet site, the 

Trading Post continues to enjoy 

a rapidly expanding share of the 

classified market, and more 

recently the display adve1tising 

market. 

The Trading Post's major 

competitors - the daily metropolitan and regional 

newspapers- are weakened by a life expectancy of 

less than a day. The Trading Post's 16 weekly 

publications, plus the~w:e:b••·~~~~~~~1ffl~~ 

site, benefit from • 

longer exposure to a 

targeted market and a 

high profile as the 

medium for bringing 

buyers and sellers 

together. 

1EIJP :>lilrlbournr 

\[ tJ!~ ,l!HJ ~ost 

is with the printers by II pm. By early Thursday 

morning it is on sale in newsagents all over the 

city. 

Integration is highly developed. 

Classified advertisements are keyed 

in only once. Along with pictures 

opening in the classified market 

for low-cost private advertising. 

By 1968, growth had been so 

strong that the initiators decided 

to divide the company into three 

and assign separate territories. 

As a result, individual 

Trading Posts were established 

in three States as The 

Melbourne Trading Post, The 

Personal Trading Post in 

Brisbane and The Trading Post 

in Sydney. This last one would 

eventually cover New South 

Wales, the Australian Capital 

Territory and South Australia. 

It would be more than 30 

years before these three 

separate organisations would be 

reunited. That happened on the 

31st of May 2001, when the 

Trading Post Group acquired all three and combined 

them into a truly national network. 

THE PRODUCT 

The highly recognisable tabloid-size Trading Post 

publications were developed with customer 

satisfaction and value for money as 

priorities. 

Over the years market research 

conducted for the Trading Post dictated 

changes to reflect customer preferences. 

ACHIEVEMENTS 

The Trading Post has 

seen excellent growth in 

recent years. In 2002, the 

business grew by 39.9 per 

cent, of which 12.9 per 

cent was strong organic 

growth. Display sales 

showed an impressive 16.2 

per cent growth while call 

centre operations grew 34 

per cent over the previous 

year. 

Print production has been 

streamlined to an outstanding extent. Placement for 

display advertisements in Sydney, for instance, 

closes at 12 noon on Tuesday, but the call centres 

(which accept the classified advertisements) do not 

close until 8 pm. The first file is de]jvered to the 

printer at 8.30 pm, and the complete publication, 

which runs to an average of more than 200 pages, 

they are stored in 

the database and 

are called down 

as they are needed - for print or for the Internet. 

HISTORY 

The first Trading Post was launched in Melbourne 

in 1966 when a group of friends recognised an 

120

This resulted in category specification directed by 

the market to enhance accessibility. Full process 

colour printing was introduced to follow the trend 

in metropolitan newspaper printing. Display 

advertising, automotive and lifestyle editorial and 

promotional features were added to further increase 

service to customers. 

The various publications ofthe group now carry 

a range of colour magazines as insetts, themed on 

the one hand as car or motorcycle publications and 

on the other with a wider brief addressing 'Digital 

Living' or ' Renovation'. They were initiall y 

introduced as magazine-sized inserts, but The 

Trading Post has found that readers actually prefer 

the tabloid format, not just for the publication itself 

but also for the insetts. 

As well as enabling refinement of the product, 

market research was used to refine the core values 

of the product, develop communication and growth 

strategies and assist in promotion, particularly in 

new geographical areas. The addition of web site 

services has augmented the effectiveness of the 

printed publications. Internet content can be 

accessed through the main www.tradingpost. 

com.au portal wh ich gives access to the local 

markets and specialist sites. In 2002, these listed 

more than 150,000 items each week in 150 

categories, taken from the print publications. 

Outbound call initiatives have seen Trading Post 

call centres contacting clients and prospects with 

up-selling offers, options to repeat ads and a range 

of special pricing offers. This program is based on 

sophisticated database technology to support sales 

personnel with customer information. 

Commercial and display advertising are also 

high priority areas. This market segment is being 

further developed with the introduction of a 

national sales team focusing on national advertisers 

and agencies. Classified advertising growth is 

managed with continuous market research, 

underpinned by strong brand promotion at the point 

of sale. 


In 2002, Dutch-based Trader Classified Media 

purchased the remaining minority interests in the 

business and achieved 100 per cent ownership of 

the nationally recognised Trading Post brand. This 

consolidated the company' s position in Australia, 

and it now has complete coverage in New South 

Wales, Victoria, Queensland, 

Western Australia, South 

Australia, the Northern 

Territory and Tasmania. 

Since the acquisition, the 

company has been able to 

achieve a significant number of 

synergies among these 

operations. This has accelerated 

revenue growth; Sydney' s 

revenue growth, for instance, 

was up from 5 per cent to 13 

per cent. 

Additional synergies are 

expected to flow from the 

purchase of the Trading Post 

Group in early March 2004 by Sensis Pty Ltd, the 

advettising subsidiary of Telstra Corporation Ltd. 

This brings ownership of the Trading Post back into 

Australian hands, where it belongs! Among other 

• J.otomoli;• 

o !u5.......SS 

• C~CD 

o Empl:>yrM ot 

• G.Mdtt~aOU t door 

"'"""" 

Home & F.imily 

• M.m 

· ~ !I-ce d~ 

• Pt ts t. LN•stock 

: ~~ ~[~~~~~ry 

• Rfi'loOvatioot.lluilding 

• Sp;>c ts t. L~t 

trader 

---;- __,~ 

EI A"'rori\Aot: ll. ~n"Mil" •'"'f-Ml 

t] nou w tu;"$OISO't.AYA01 

l) IOOWTOUtO>C ,....,.LINICf .. l U, 

fl '-~ oholo..__. -.Hu . ..... 

fl ~-.... - - - -· - -"'•Hr. 

u.t-..-4'2'"' ... ) :::a~ • 11••,_ 

Tow ..... ,,..u_. 

o U (tlii.

1/a/vo//ne 

THE MARKET 

Times are changing for Australian car owners. 

Consumer research has shown that most of them 

now have their car's oil changed by a professional 

mechanic. This dramatic swing towards DlFM (Doit-for-me) 

has been at the expense ofthe traditional 

DIY (Do-it-yourself) market. The growth in new car 

sales and the increase in extended warranties have 

clearly influenced this. So has the increase in the 

number of women purchasing- and maintainingtheir 

own vehicles. If that wasn't enough, 

Australia's aging population has also contributed 

to the swing as they opt for professional attention 

to their car rather than doing it themselves. 

But motor oil is still the number one traffic 

generator for the automotive category ahead of 

batteries, seat covers and sound. The DIY (retail) 

market might represent a smaller percentage of the 

car population, but demand for packaged motor oil 

is still a significant segment whenever the consumer 

is directly involved in making the purchasing 

decision. 

Crankcase capacities are decreasing and service 

intervals are increasing, so the automotive lubricant 

market is a mature one. Volume is expected to decline 

over time. This change is making it more important 

than ever that the engine oil does its job well. In the 

long term it will inevitably increase the demand for 

premium, quality lubricants in both markets. 

ACHIEVEMENTS 

In a category where the customer can not taste, 

feel or interact with the product, the Valvoline brand 

is seen as a 'lubricant specialist' and has earned a 

high level of consumer trust. The brand is known 

for its high quality products and enjoys a high level 

of brand loyalty. 

ValvoLine has achieved its outstanding growth 

by offering superior value to consumers. In the 

DIY category, Valvoline was the first to introduce 

the successful six litre Value Pack. In 1993, it 

launched another packaging innovation - the eight 

litre oil drain pan. The bottle could be re-used as a 

drain pan and storage device for used oil. 

In future, m~or volume growth is expected to 

once again come from the DIFM channel as well as 

the commercial and industrial markets. Valvoline 

set up special divisions in 1998 in Australia to deal 

with the latter two. The company is working with 

the Cummins Engine Company worldwide to 

produce outstanding, cutting-edge on-road and offroad 

engine and other lubrication products. 

When Valvo line opened its state-of-the-art new 

product development laboratory in 1999, its goal 

was to have 25 percent of its earnings come from 

new products. Today, it is well on its way to 

achieving this goal, thanks to the teamwork and 

cooperation between marketing and the laboratory. 

Valvoline has demonstrated the powerful 

combination of strong marketing and technical 

teams with its successful new products like MaxLife 

Motor Oil and SynPower 

Oils and Chemicals. 

HISTORY 

Valvoline had its beginning 

in 1865, when Dr. John Ellis 

turned hi s attention to 

pharmacology and became 

fascinated with various 

claims relating to the 

medicinal value of crude oil. 

Although he quickly concluded that the medicinal 

claims were unfounded, Ellis became consumed 

with the notion that it might be possible to create a 

machinery lubricant from the crude oil. Ellis built 

the world's first mineral lubricating refinery in 

Binghamton, New York. Eight years later, in 1873, 

the product that he called Binghamton Cylinder Oil 

was given the first mineral lubricating trademark 

ever registered: Valvo line. 

Valvoline introduced the first ever all-season, 

all-purpose gear lubricant back in the 1930s. This 

became the first lubricating oil for diesel and peak 

loads in gasoline engines. In I 940, Valvo line became 

the first company to offer an unconditional moneyback 

guarantee on its motor oil. Valvoline was 

acquired by Ashland Oil in the late 1940s and is sti ll 

part of Ashland's portfolio. 

Valvo line was sold in Australia, through various 

distributors, as far back as 190 l.ln 1960, Valvoline 

set up a branch in Australia and took over the 

business from the Carrigan Brothers. Today, 

Valvoline 

owns 

124

and operates a manufacturing plant in Sydney and 

thirteen branches Australia wide. It also has more 

than sixty rural agents and distributors. 

THE PRODUCT 

Much has changed since Valvoline's founder 

produced hi s first barrels of 'cylinder oil' for use in 

industrial engines, but one thing that has not 

changed is Valvoline's commitment to quality. 

Today, Valvoline is a leading suppli er of high 

quality, high performance automotive and industrial 

lubricants in more than 140 countries. Valvoline 

markets a comprehensive range of motor oils 

including full synthetic, synthetic blends and 

boutique racing formulations. It also markets a 

complete range of automotive aftermarket products 

including high pe1formance gear oils, transmission 

fluids, greases and other lubricating products. 

Valvoline has been successful in leveraging its 

strong brand beyond lubricants into other areas of 

'under bonnet' products including automotive 

chemicals and filters.ln 1998, Valvo line introduced 

a complete range of high quality automotive filters 

into the market. The consumer response was 

fantastic. Many retailers reported 

that their sales ratio of oil to filters 

had actually increased when they 

merchandised Valvoline alongside 

the filter market leader. Valvoline also 

markets automotive chemicals under 

the SynPower and Pyroil brand 

names and automotive appearance 

products under the Eagle One brand 

name. 


Valvoline continues to launch new 

and innovative high quality 

products. Valvoline MaxLife 

Automatic Transmission Fluid was 

the first fluid specifically designed 

for higher mileage transmissions, 

while Valvo line VRJ Racing Engine oil was created 

for high-revv ing, high performance Japanese 

engines. 

The company's cutting-edge coolant 

technology has been adopted by leading original 

equipment manufacturers (OEM) around the world. 

They are 

products not only to deliver longer drain intervals 

but also to offer superior protection. Recent 

products along these lines include Valvoline G-05 

Coolant and Valvoline Heavy-Duty Extended Life 

Coolant, both carrying OEM approval. 

The filter business, meanwhile, continues to 

grow. The filters offer customers a high quality 

product with a natural fit with the engine oil. 

Valvoline has in vested in the best product 

technology and packaging and projects a high 

quality image in the market. 

PROMGnON 

The basic promotional philosophy is to invest in 

the brand with a consistent adve1tising message. 

Over time this has built Valvoline into the great 

brand it is. 

Valvoline's aggressive adve1tising campaigns 

in the 1990s with John Laws were responsible for 

the brand's growth in sales and awareness. 

'Valvo line, You Know What I Mean' remains in the 

minds of consumers and has high levels of 

consumer recall. 

Valvoline's association with motorsport 

sponsorship is part of its 

heritage. It is on the race 

track where Valvoline 

fulfils its promise of 

performance. Valvoline 

has a strong presence in 

both local and 

international race events. 

Steve Williams, Kiwi race 

car driver and caddy for 

golfing great Tiger 

Woods, is proudly 

sponsored by Valvoline, 

both on the race car track 

and on the golf circuit. 

This sponsorship has 

captured the attention of 

the sporting world and 

Valvoline has enjoyed world wide exposure as a 

result. 

ln the DIY market, Valvoline has conducted many 

exciting promotions. During the recent Instant Win 

V8 Super Car Game promotion, every customer 

received a sample of a new game featuring the 

Valvoline Car. This was a joint promotion, 

leveraging two marketing budgets to reach a 

common audience- the motor spmt fan. Valvo line 

added value to the oil and the marketers of the 

game gained access to Valvoline customers, 

producing a great result for both partners and 

consumers. 

Uniquely, Valvoline can cross-promote oil and 

filters. One recent example of this highly successful 

strategy was the $4 Oil and Filter Cash Back Deal. 

In the DIFM channel, Valvoline has taken a 

partnership approach with the installers in 

developing programs that help up-sell to its premium 

lubricants such as ProBlend, DuraB!end, MaxLife 

and SynPower. As engines become more 

sophisticated and driver habits place more stress 

on the engine, the mechanic or service attendant 

can be in strumental in personally selling the 

features and benefits of using premium products. 

This is a luxury not always available in the DIY 

channel, where consumers are on their own. 

BRAND VALUES 

Valvoline's brand values are driven by the company 

vision. Valvoline is committed to building premium 

brands and businesses.lt is committed to providing 

superior value to consumers as well as creating 

unique business solutions that enable business 

prutners to succeed with Valvoline. Valvoline is 

dedicated to developing its people through a 

culture that values teamwork, excellence and 

personal growth. The Valvoline Vision refers to a 

new word that Valvoline wants to own, which is 

"Premiumness." The Valvoline Vision ends with a 

powerful statement - "Premiumness" Is Our 

Business. Winning Is Our Passion. 

www.valvoline.com.au 


VALVOLINE 

0 Valvo line' s founder Dr John Ellis 

produced America's first crude-based 

lubricating oil in 1866 and Valvo line is 

the oldest trademru·k in the entire 

petroleum industry. 

0 Valvoline products have had a vru·iety 

of looks over the yeru·s, but the nrune 

has not changed in more than a 

century. 

0 Valvoline is sold in more than 140 

countries ru·mmd the world. 

0 Valvoline.com was the first website in 

the motor oil category. Valvo line 

continues to lead the way, using 

technology to reach its customers. 

0 Valvoline's flagship Product 

Development Lab in KY, USA boasts 

the latest and most technically 

advru1ced equipment for product 

development and testing in both 

automotive and industrial fields, 

ensuring that Valvoline remains at the 

cutting edge of technology. 

0 Valvo line MaxLife Motor Oil won 200 I 

Lubricants World Product Of The Yeru·, 

and MaxLife ATF won the same awmd 

in2002. 

125

455g NET 

ONE 0 f VITAMIN 8 

fTHE WORLD'S RICHEST KNOWN SOURCES O 

THE MARKET 

In the Australian market, Vegemite''' is an icon brand. 

It is the one spread that is introduced to the family 

almost as a duty, a ritual in the pattern that 

determines what makes an Australian family. 

~ Vegemite fights with the 

~ men up North! If you are 

one of those who don't need 

Vegemite medicinally, then thousands of invalids 

are asking you to deny yourself of it for the time 

being. Extract ftvm a World War 2 advertisement. 

VEGEMITE iiM~tb~/ 

Vegemite"', it seems, has always been around and 

families have always eaten it. Not that its enjoyment 

is restricted to family use: for example, Yegemite''' 

was alongside the diggers in the Second World 

War. 

Yegemite •:• is produced at Kraft Foods' Port 

Melbourne manufacturing facility which produces 

the 22 million '"' jars sold in Australia every year. 

ACHIEVEMENTS 

Mention Yegemite''' to any Australian and you are 

likely to see instant recognition. There are 

interesting facts about Vegemite"', such as the fact 

that 70 percent of it is consumed at breakfast, and 

most is eaten on toast. But they cannot convey the 

full flavour of this unassuming black paste. 

Vegemite' is one of the world's richest known 

sources of B complex vitamins, especially thiamine, 

riboflavin, niacin and folic 

acid. 

HISTORY 

At the beginning of the 

1920s, the Fred Walker 

Company had a 

successful business 

making, selling and 

expmting food products. 

Its owner Fred Walker 

decided that it was time 

to tackle the concentrated 

yeast spread market, and 

in 1923 he hired Dr Cyril 

P. Callister to develop an 

Australian yeast spread. 

In a laboratory at the 

Albert Park factory Dr 

Callister, who incidentally 

became Australia's 

leading food technologist 

in the 1920s and ' 30s, 

experimented and worked 

on the Vegemite formula. 

By July 1923 he had 

developed the spread 

that Walker wanted. The 

product was ready but the 

name wasn ' t. 

Fred Walker turned to 

the Australian public and 

launched a nationwide 

competition to find a 

name for his new food. 

The prize pool held a very 

tempting fifty pounds. The name selected was 

Vegemite'''. 

An English yeast spread dominated the 

Australian market at the time, and shoppers were 

reluctant to add Vegemite''' to their baskets. Sales 

languished. The product was actually renamed only 

four years after its introduction, and relaunched as 

"Parwill". This was an attempted play on words: "If 

Marmite ... then Parwill" was the intended pun, but 

it didn't sell the product. 

Walker went back to his first choice of name 

when he became convinced that the problem was 

getting consumers to try the product. He launched 

a vigorous two year coupon redemption scheme 

and gave away a jar of Yegemite· with every 

purchase of another product in the Fred Walker 

Company range. The campaign worked: consumers 

tried the product, and loved it. Baby health centres 

l dddj l J 

C;o G; 

J I I F J 

dl 

we 

dl 

d IJJJJ I 

all enjoy our Veg-e-mite for breakfast lunch nd tea, our mummies say we 're 

t,, 

lJ I j'

across the nation were even recommending it as an 

ideal food supplement for both babies and nursing 

mothers. Australians of all ages continue to love 

Vegemite '' today. Its unique flavour could almost 

be called the taste of Australia. 

Just before the outbreak of the Second World 

War, Yegemite''' gained official 

endorsement from the British 

Medical Association. It was then 

being advertised in the Australian 

Medical Journal, and doctors were 

increasingly recommending it as a 

nutritionally balanced food. During 

the War, supplies of Yegemite•:• to 

civilians were rationed as the Armed 

Forces bought it by the seven pound 

(3.2kg) container. 

During the post-war "baby 

boom", wartime goodwill translated 

into a boom in Vegemite''' sales. In 

1950, Vegemite ' came under the Kraft 

Foods Limited umbrella, and the company has 

consistently reinforced the food value and 

"Australian-ness" of Vegemite'''· 

Soon after that, the song which was to secure 

Vegem ite' S''' place in the Australian heart forever 

was introduced. This was the "Happy Little 

Vegemites'''" song. 

THE PRODUCT 

The original Vegemite''' concentrated yeast 

extract recipe devised by Dr Cyril Callister in 

1923 remains virtually unchanged. Yegemite•:• is 

rich in protein and minerals and a rich source of 

Vitamin B. B complex vitamins in Yegemite •:• are 

essential in the body's use of carbohydrates. 


Yegemite '' has become so identified with 

Australia that there has been a tongue-in-cheek 

proposal of its label as the new national flag. 

More recently Vegemite* has seen innovation 

with the launch of a Vegemite* ' Snackabouts' 

variant in 1999 which couples Yegemite''' with 

biscuits in a p01table format. In 2003 Vegemite 

broke the mould with the permanent ranging of the 

'Yegemite* Tube' travel pack and the munchable 

'Vegemite '' In A Biskit'. 

PROMOTION 

The first consumer promotion for 

Vegemite''' ran even before the 

product was called Vegemite ''. It was 

the national competition to create a 

name. 

Two years after the 1935 coupon 

campaign that saw Vegemite'' 

accepted by shoppers, an intriguing 

limerick contest once again catapulted 

it into the national spotlight. Its success 

was at least pa.Itly due to the substantial 

prizes: imported Pontiac cars. Entries 

flooded in and sales multiplied. 

An inspired wa.Itime campaign made 

a virtue out of the enforced scarcity of 

Yegemite··; Kraft Walker' s

THE MARKET 

The home entertainment market has followed many 

paths over the past decades, most significantly from 

Video (VHS) tape to Digital Video Disc (DVD) 

technology. 

Video Ezy has continued to adapt to this 

changing marketplace in order to meet the demands 

of its members' rental and retail habits, and accepted 

this challenge early in the DVD revolution. 

DVDs have been in the Australian marketplace 

since 1997 and DVD players are in nearly 60 per 

cent of households, with sales increasing by 80 per 

cent in the 2003 calendar year. Consumers are 

seeking prutners to satisfy their renting and buying 

needs and with the VHS mru·ket expected to dry up 

within four yeru·s, Video Ezy is well-placed to take 

on this rental and retail role. Video Ezy stores' 

ordering ratios in metro markets are now 70 per 

cent DVD and 30 per cent VHS. This is in sharp 

contrast to eru·Iy 2003, but it reflects the DVD retail 

mru·ket figures of2003. 

Video Ezy acknowledges that Australians are 

now, more than ever before, "cocooning" 

themselves at home. This trend presents a unique 

opportunity to connect with consumers on a 

personal level, as they custonuse their experiences 

to capitali se on their in-home entertainment 

systems. 

HISTORY 

Video Ezy was established in 1983 after identifying 

a gap in the Australian entertainment 

industry to provide rental 

movies to the public. In its 21st 

year it ts the largest 

entettainment rentailer I retailer 

in Australia, with over 540 

stores nationwide. 

From a humble beginning of 

one local Sydney store in 

Hurstville, Mr. Robert 

Maidment, Video Ezy ' s 

Executive Chairman, soon had 

a vision to grow the business 

and provide customers with 

"what they want, when they 

want it", founding Video Ezy's 

brand essence, "Maximum 

enjoyment, made Ezy". 

Video Ezy's move into Asia 

has unlocked further growth 

opportunities in the region and 

in March 1999, Video Ezy 

opened its first Asia Pacific store in Bangkok, 

growing to 85 stores currently trading in Thailand. 

Conversions and openings are also occurring in 

Singapore with II stores, Malaysia with 13 stores 

and the 123rd store now open in Indonesia. 

Opportunities are currently being developed in 

Dubai, Taiwan, and Fiji. 

Whilst Video Ezy has grown to be one of the 

best brand names in Australian home entettainment, 

team-member knowledge and customer service 

remain among its key success factors, along with 

the number of physical outlets 

compared to most 

traditional retail 

outlets. Hence, 

retail IS now 

another opportunity 

Video Ezy can 

nurture. It can be 

competitively placed 

to win mru·ket shru·e, 

Iru·gely due to the fact 

that rental stores stay 

open later than 

traditional retail outlets 

and there is a natural 

association between 

rental patterns and the 

purchase of home 

entertainment software. 

With this in mind, 

Video Ezy positioned 

itself as the most 

innovative of the video rental outlets and launched 

an enterprising franchisee pursuit to ensure the 

future of its resourceful approach to business. With 

the aim of becoming prut of the community, Video 

Ezy employed a local and knowledgeable teammember 

base to provide not just an entettainment 

outlet, but an operation where entettainment passion 

rang true. 

Video Ezy's philosophy is simple: provide a 

comprehensive, innovative and dynamic home 

entertainment option, having regard for quality, 

convenience, responsibility and value for money. 

Along with exceptional customer service and 

community integration, this has allowed Video Ezy 

to build the largest and most successful home 

entettainment organisation in this region. 

THE PRODUCT 

Video Ezy' s core business is in the rental mru·ket, 

but retail offers a wondetful growth opportunity 

and the 540 franchisees are making a real impact. 

Video Ezy has the competitive edge, being able to 

offer the customer an 'enjoy it any way you want it' 

advantage: rent it now, buy it now, or buy it later as 

a quality guru·anteed previously-viewed disc. 

As testament to this commitment to retail, Video 

Ezy was recently awru·ded '2003 DVD Retailer of 

the Year', at the celebrated Australian Video 

Industry's AVI awards. 

In the pursuit of a competitive retail strategy, 

Video Ezy has been keen not to neglect the rental 

side of their business, and plans to grow both the 

rental and retail channels via strategically creative 

128

usiness methods. Video Ezy has also simplified 

ordering with its own dedicated warehouse, where 

orders ru·e filled from one location, saving on freight 

and allowing customer specia l orders to be 

delivered to stores. With over 12,000 titles in stock, 

stores reap the rewards of this immediately. 

RECENT DEVELOPMEN'IS 

Video Ezy's new Windows-based point-of-sale 

system, 'Ezy Retail', is the most advanced and 

powetful POS software system in the world. It has 

been des ig ned specifically for the home 

entettainment market, and to Video Ezy's specifications 

and offerings. It allows information to be 

centrally created and pushed down the line to the 

stores, both as real time and locally stored data. It 

provides comprehensive reporting capabilities, 

inventory management and collection abilities, 

giving Video Ezy one of the most comprehensive 

databases in retail history. 

The implementation of the Ezy Retail system has 

allowed Video Ezy to create a retail-first CRM 

(customer relationship management) system, 

offering the latest marketing technology and 

individual communications to the customer. 

Video Ezy can now customise offers, information, 

and rewru·ds at each customer transaction via the 

personalised 'Passport to Entertainment'. This 

allows stores to tailor offers to consumer spending 

and visit habits. Video Ezy believes that the key to 

the company' s future success lies in this new CRM 

system. 

At the beginning of 2004, the company is 

engaged in launching an e-commerce portal. Initially 

this wi II cater to the retail needs of the market, and 

position Video Ezy as a strong retail player in the 

online mru·ket. In time, Video Ezy plans to test a 

revolutionary online rental model which will 

fiElE 

*W( 

j.J ydors 1t 

Video Ezy is now developing significant points 

of difference in the mru·ketplace for franchisees with 

the recent 'Ezy Exclusive' releases. Award winning 

titles such as 'Dinotopia', winner of the 2003 award 

for best special feature DVD, and TV serials such 

as 'Will and Grace' and 'King Pin' will provide 

diversity of titles. The company has also 

secured an exclusive arrangement w ith 

Hallmru·k, who will supply a range of titles 

exclusively to Video Ezy. 

Video Ezy is constantly converting stores 

to the Video Ezy brand, and scouting for 

further conversions is under way. This 

seru·ch is not about the number of stores, 

but the quality of people and the position 

in the community. 

PROMOTION 

Video Ezy is known and valued for 

innovative marketing campaigns and 

first-mover advantage in the home 

entettainment industry. One of the best 

known campaigns is the Movie 

Guru·antee conceived in 1992 when 

the video industry was statting to 

build and players lacked any real 

point of difference. 

Through its relationships 

with distributors, Video 

Ezy could choose the 

biggest title of the month, 

and stock never-before-seen 

numbers, a nd offer the 

Movie Guarantee to 

customers: "get it first time 

or get it free". 

The Video Ezy brand relaunched 

in October 2003, 

and introduced a likeable 

character called "Marty". 

This new face of Video Ezy, 

along with the new 'Ezy does 

it' tag, aletts customers to the 

local and friendly aspects of 

the franchise organisation, 

and reaffmns the objective of 

delivering the best home 

entertainment package in 


The introduction of 

'Marty' is a major shift in 

Video Ezy's marketing 

direction and serves as an 

identifier in the cluttered 

entertainment market. 

Ezy does iL 

,.,..- 

BRAND VALUES 

As a brand, Video Ezy needs little introduction to 

the majority of Australians. Its aim has always been 

to understand cleru·Iy what the home entertainment 

customer wants, and deliver it better than anyone 

else. The brand's populru·ity shows how successful 

that has been. 

Video Ezy strives to present more than the 

generic movie offer with quality 

in-store presentation and simple 

language, which encourages 

positive consumer interaction with 

the environment they visit, and the 

offer with which they ru·e presented. 

This allows each customer to 

enjoy entertainment any way they 

want it - rent it now, buy it new, or 

buy it ex-rental. 

Video Ezy likes to inspire and 

empower customers with choice and 

information, and has built a team which 

embodies the brand values. Team 

members make a store visit a personal 

experience with their knowledge of 

product, their down-to-eruth attitude, their 

love of movies, their dedication to 

customers,

0 . 

~lJ; 

l:n fTIH! 

Where our 

expertise is 

still a family 

tradition. 

THE MARKET 

Based on a recent survey by market analysts BIS 

Shrapnel, the humble cappuccino has become 

Australia's third most popular beverage with an 

estimated 370 million cups ($630m wo1th) being 

consumed every year out of home, primarily in 

cafes. Furthermore, retail sales of Pure Coffee 

(espresso) through supermarkets are now worth 

over $81 million pa, and this market is consistently 

growing faster than the instant coffee market. 

The Cantarella Group has played an integral part 

in pioneering Italian style espresso coffee in 

Australia for over 40 years, and its Vittoria Coffee 

brand is one of the few brands which has a strong 

presence in both the retail and food service 

channels. 

ACHIEVEMENTS 

Vittoria is clearly Australia's No.1 Pure Coffee brand 

(ACNielsen- Scantrack MAT Jan. 2004) and has 

become an Austmlian icon. Sold in supermarkets, 

cafes and restaurants across the country, its 

success can be attributed to being crafted by 

experts, where expertise is a family tradition. 

The Vittoria name is synonymous with 

Australia's cafe culture. Yittoria' s ongoing 

consumer education campaign is teaching coffee 

drinkers to appreciate pure coffee, whilst barista 

training sets new standards for coffee served 

throughout Australia. 

Vittoria also pioneered Italian style espresso 

through supermarkets in 1983. Criticised at the 

time, Vittoria took up the chall enge and soon 

brought to life the phrase ' take home the coffee 

they serve in cafes'. 

Every day, more than one in every three cups of 

pure coffee consumed in Australian homes is a 

Cantarella brand (ACNielsen- Scan track MAT Jan. 

2004). The Cantarella Group, also markets a strong 

range of other food and beverage brands including 

Santa Vittoria and Aurora, with total retail sales 

exceeding $ 11 0 million a year. 

HISTORY 

The Cantarella Group was established in l 947 by 

two Italian brothers, Orazio and Carmelo Cantarella, 

HOW CAN YOU HAVE A CIVILISED SOCIETY 

WITHOUT ESPRESSO COFFEE 

S!IICI19lll . · 

~ '~ 

EDUCATING AUSTRALIA IN TilE ART OF ESPRESSO d. 

Vittoria Heritage press campaign 2003 

who recognised a need for European foods in 

Australia and opened a smal l retail outlet in 

Sydney's Haymarket. 

When it came to coffee they knew coffee tastes 

best when it's fresh- so they began roasting Vittoria 

Coffee in Australia in l 958. Today the roasting plant 

in Ryde, Sydney is one of the most modern roasting 

and packing faci lities in Australia. 

Over 50 years later, Vittoria is still a I 00 per cent 

Australian private company, owned by direct 

descendants of Orazio Can tare !Ia- the Schirato and 

Winton families - with Les Schirato as CEO. The 

company is headqurutered at Si lverwater in Sydney 

and has branches in all Australian States and in 

New Zealand. It is ranked in the top 500 privately 

owned Australian companies. 

Les Schi.rato is recognised asAustTalia ' s 'Coffee 

King' , and is the face of the Yittoria brand. Heading 

the Cantarella Group for over 20 years, Les' 

entrepreneurial flair, energy and passion combined 

with sales and mru·keting expe1tise has contributed 

to the immense growth in espresso coffee in 


Les' achievements were formally acknowledged 

when he was awarded the national title of 

Entrepreneur of the Yeru· 2001 in the category of 

Retail, Consumer and Industrial Products. 

More recently, Les also featw·ed in a new reference 

text 'Marketing without Money' which highlights how 

20 of Australia's top entrepreneurs cracked mru·kets 

using their minds instead of their wallets. 

As industry leader, Yittoria has instituted many 

firsts in coffee reseru·ch, roasting, packaging and 

bru·ista training. Understanding the local market, 

whilst staying in touch with international trends, 

Vittoria is able to tailor and launch such trends well 

ahead of competitors. 

130

The Yittoria Coffee College in Sydney-'where 

the experts train the professiona ls' - was 

established in 1995 amid growing demand from 

the industry to provide a resource dedicated to 

teaching the 'art and science' of coffee making. 

The College teaches baristas the j ourney of 

coffee from the tree to cup- from sourcing beans, 

to roasting and cupping (tasting), even to 

operation and maintenance of machinery. 

THE PRODUCT 

Yittoria uses only I 00 per cent Arabica beans 

sourced from the world's best coffee producers. 

These raw beans are combined locally to create 

Yittoria's distinctive blends, many of which have 

been developed over 40 years of experience in the 

market. Yittoria ground coffee is vacuum packed to 

retain maximum freshness with an extensive range 

of sizes and blends available to suit a varying range 

of consumer tastes. 

Vittoria has recently introduced innovations 

such as the 'Cafe Series' highlighting cafe icon 

areas around Australia such as Leichhardt; the 

'Restaurant Series' including Neil Perry Rockpool 

Blend; and 'Oro' designed especial ly for home 

espresso machines. 


One of the most significant recent initiatives by 

Yittoria has been the development of the 'Cafe at 

Home' di splay concept in conjunction with retailer 

Woolworths. Educational information, shelving, 

layout and leaflets all help the consumer to choose 

the 'right' pure coffee for their taste and occasion. 

Further, by actively promoting the growth of coffee 

making app liances and accessories, Yittoria remains 

committed to creating the cafe experience at home 

for the Australian consumer. 

PROMOTION 

Proud of its Italian cu ltural 

heritage, Yittoria has sponsored 

several major events during 

2003/04 including the Italiani di 

Sydney Exhibiti on (celebrating 

the contribution of Italian 

migrants in Sydney); Caravaggio 

- 'Darkness and Light' Art 

Exhibition (Sydney, Melbourne) 

and Jose Carreras' Sydney 

Recital. 

Yittoria sponsors various 

industry awards such as the 

Good Food Guide (Sydney & 

Melbourne) and Australian Food 

Med ia Awards, fostering 

Australian cuisine and dining. 

The Yittoria Heritage press 

campaign was introduced in 2003 

with a series of historical black 

and white photographs 

capturing Yittoria's Italian 

migrant roots and the early 

evolution of espresso coffee in 

Australi a. 

Also highly successful has 

been Vittoria's award-winning 

restaurant campaign which 

focuses on award-winning 

restaurants that choose to serve 

restaurants have an 

unswerving commitment 

to the best and freshest 

ingredients. 

Adve1torials featuring 

particular award 

win ning restaurants 

complement the campaign. 

For over I 0 years Yittoria has 

been advertising with John Laws and 

Mike Cru·Jton on 2UE. Advertisements 

feature award winning cates and 

restaurants via live reads. 

Agooclpttlororurce•nll.ll«

0 

vodafone 

THE MARKET 

The use of mobile phones in Australia has grown 

dramatically in recent years with about 14.3 mmion 

people using a mobile phone. Mobile phone 

penetration is around 72 per cent and mobile phones 

now far outnumber fixed lines. 

The Australian market is extremely competitive, 

with strong growth in pre-paid services - around 

three out of four new mobile phone services 

connected in 2002-03 were pre-paid rather than 

post -paid contracts. 

Customers are increasingly seeking multimedia 

services such as picture and video messaging, 3D 

games and polyphonic ringtones, with a 

corresponding increase in demand for compatible 

handsets. In addition, the new wave of data services 

is blurring the lines between telecom and IT. In 

short, mobile is changing the way people 

communicate every day and Vodafone is at the front 

of this revolution. 

ACHIEVEMENTS 

Since Vodafone launched its service in 1993, it has 

captured an 18 per cent share of Australia' s mobile 

market, with 2.67 million customers. 

Vodafone has continually led the Australian 

mobile market with innovations such as: 

Vodafone live! - a unique series of nextgeneration 

colour and picture-based services such 

as real-time access to news, entertainment, sports, 

games and more, all in full colour. 

Simple competitive offerings - such as 

Vodafone red SIM, which gives customers the 

flexibility to tailor their mobile phone to suit their 

needs by choosing either great value call rates, 

free TXT or 365 day call credit expiry. Customers 

also get capped Vodafone to Vodafone calls. 

PXT and Video PXT - picture and video 

messaging to all networks. 

Per second billing. 

123 Vodafone's exclusive 2417 information 

service. 

IMEI blocking to protect customers from 

mobile theft. 

Removing handset subsidies and 

challenging the industry to cease locking pre-paid 

handsets. 

Mobile Connect Card- a wireless solution 

for businesses of every size allowing customers to 

access their company' s LAN, the Internet, collect 

and send emails and send TXT messages from their 

laptop computers. 

In 2003, Vodafone received Australian Telecom 

Magazine' s Mobile Operator of the Year award. 

Vodafone is focused on simplifying offerings, 

providing customers with the flexibility to choose 

the services and prices that suit them. 

HISTORY 

VodafoneGroup Pic, a UK company, was originally 

formed as Racal Telecom to bid for a UK cellular 

licence and the right to offer mobile services. The 

licence was granted in April 1983 and the service 

opened on I January 1985 with a call made from 

London' s Trafalgar Square to Vodafone' s head 

office in Berkshire. In 1991 Vodafone demerged from 

Racal Electronics, and on 30 June 1999 merged with 

AirTouch Communications, a leading US-based 

international mobile business. In March 2000 

Vodafone AirTouch acquired German company 

Mannesmann and it was agreed that the company's 

name would return to Vodafone Group Pic to help 

create one of the ten largest companies in the world. 

Today, Vodafone Group Pic is the world's largest 

mobile communications company with equity interests 

in 26 countries, and pmtner networks in a further 13 

countries - leaving an unmatched global network 

footp1int. Vodafone Group Pic has more than 130.4 

million propmtionate customers worldwide. 

132

Vodafone Australia 

acquired its mobile 

carrier' s licence In 

December 1992. In 

September 1993, it 

began operations as 

Australia's third mobile 

licence holder, being at 

the time the only 

network committed to 

digital technology with 

a GSM service. 

Vodafone Australia 

has a customer base of 

more than 2.67 million 

customers and is 100 

per cent owned by UK 

based Vodafone Group Pic. 

THE PRODUCT 

Vodafone Australia's network covers 92 per cent of 

the population, delivering state-of-the-art mobile 

services to customers around the country. 

Vodafone' s network uses GSM technology, which 

is the global standard for mobile telecommunications. 

In Australia, over 95 per cent of mobile 

customers use GSM technology. 

Vodafone Australia is breaking new ground to 

deliver fi·eedom to customers. The company is doing 

this through innovative new products and services 

such as Vodafone live!, red SIM and wireless 

business solutions. 

Vodafone live! was launched in April 2003, 

bringing the world of pictures, games, ringtones 

and mobile Intemet to Australia for the first time. 

With over 4.5 million Vodafone live! customers 

worldwide, it is leading the world in multi-media 

mobile services. The global Vodafone live' inte1face 

provides customer access to real-time sports, 

enteitainment, horoscopes, news and weather- all 

in full colour, whenever and wherever they want. 

Customers can also send and receive picture and 

video messages and download the latest games 

and ringtones. 

Vodafone red SIM offers customers the choice 

of great-value call rates or lots of free TXT to 

everyone, anytime on any network. With red SIM, 

customers now have the choice of customising their 

mobile phone plan to their individual needs. 

123 is Vodafone's exclusive 2417 personal 

concierge information service, which provides 

customers with access to up-to-the-minute news, 

weather, movie guides and reviews, directions, 

sports scores, trivia and more. 

Vodafone Australia has increased its retail 

presence to more than I 0,000 points including 

Vodafone branded stores, specialist dealers and 

major retailers such as Tandy, Harvey Norman, 

Kmcut, and Price line. 

Vodafone's Mobile Connect Card is a wireless 

solution for businesses of every size. Business 

customers can now wirelessly access their 

company's LAN (Local Area Network), collect and 

send emails, access the Internet and send TXT 

messages from their laptop computers while on the 

move. 

By leveraging the company's global scale, scope 

and expertise, Vodafone Australia benefits from 

working with the world's best networks cu1d 

suppliers to develop a wide range of mobile 

products, services and applications. 


In February 2004, Vodafone live! reached a 

significant milestone with more than 100,000 

Australian customers connected to the leading 

multi-media service since its April 2003 launch. 

There are currently more than 4.5 million live' 

customers worldwide. 

Vodafone red SIM has experienced success in 

the Australian market with its simple and competitive 

offering allowing customers to personalise their 

mobile phone to their individual needs. 

Vodafone intends to be a leader in 3G technology 

globally. Within Australia, Vodafone recently 

announced a significant multimillion-dollar 

investment in the deployment of 3G services by 

mid-2005, following trials in Europe. 

PROMOTION 

Vodafone has built a strong brand presence in 

Australia with its successful adve1tising, marketing, 

PR and sponsorship campaigns. 

Vodafone shook up the Australian mobile mcu·ket 

with the launch of the bold red SIM marketing 

campaign and also Vodafone live! . The integrated 

campaigns were executed through national TV, 

radio, cinema, press and outdoor adve1tising, as 

well as below-th- line and media relations suppmt. 

Through its global sponsorship of the Ferrm·i 

Formula One team, Vodafone has a strong 

association with the Australian Grand Prix, which 

is held in Melbourne each yem·. 

Vodafone live! was the official paitnerofRobbie 

Williams' December tour of Australia. Vodafone live! 

customers were able to access a Robbie Willicuns 

mini-site with exclusive Robbie Williams polyphonic 

ringtones, backgrounds, and PXT greeting ccu·ds 

to personalise their mobile phones. 

The company also sponsors the AFL team Port 

Adelaide Power, the soccer team Pe1th Glory and 

the Vodafone Arena in Melbourne. 

Vodafone' s sports sponsorship w·mmd the world 

extends to some of the leading names in global 

sport including Manchester United football team, 

David Beckham, the England Cricket team and the 

Fen·ari Formula One team. 

BRAND VALUES 

What makes Vodafone Australia really special is 

that it is a values-based organisation. This means 

the core values of the company m·e the focal point 

for all operations and decision-making, with staff 

invited to regulm workshops to track progress and 

revisit how their behaviour aligns with bringing 

the values to life in the customer experience. 

The values w·e sepcu·ated into two categories. 

Foundation values (how you and I interact) - 

excellence, suppmtive, fair dinkum and fun, and 

inspirational values (how we differentiate ourselves 

from other businesses) - hungry, gutsy and 

different. These values me all linked together by 

the Vodafone Global drives of passion for people, 

customers, results and the world mound us. 


VODAFONE 

0 The ncune Vodafone was devised from 

the first two letters of the words 'voice' 

and 'data'. This is as relevant now as it 

was in 1985. 

0 A qumter of all the world's mobile 

users me connected to a Vodafone 

network. 

0 A Vodafone Australia employee, Jcu11es 

Trusler, holds the Guinness World 

record for TXT messaging. James set a 

new record of 2 minutes 6 seconds for 

a 160 chm·acter TXT message. 

0 The Vodafone Australia Foundation is 

a chmitable trust, which contributes 

approximately $1 million each yew· to 

help Vodafone and its people 

contribute to the Australian 

community and make a difference to 

the world mound them. 

133

THE MARKET 

The WHISKAS® brand is the leading brand of cat 

food in Australia, partly because of its history but 

mainly as a brand consumers can trust. It also tastes 

great and is one of only a handful of cat foods that 

offer a complete and balanced nutritional diet. 

WHISKAS is also dedicated to providing 

consumers with quality cat care products for all 

occasions. 

A typical WHISKAS customer is hard to define. 

They represent all ages, both sexes and, in most 

cases, view their pet as a family member or 

companion! In fact, WHISKAS cat owners enjoy 

the knowledge that their cats lead an independent 

life. It means a great deal to them that their eat's 

natural instincts and need for freedom is respected. 

By developing a greater understanding of 

customer needs, WHISKAS has been able to 

generate strong growth_over the past five years 

through product and packaging innovations such 

as WHISKAS VITA-BITES®, the taste 

breakthrough cats 'go crazy for' and WHISKAS 

SINGLES®, the convenient fresh, single-serve meal 

for all occasions. 

In addition, WHISKAS continues to grow 

outside the main meal market in areas including 

snacks, treats and milk as cat owners become better 

educated about the health benefits offeeding from 

across the entire WHISKAS range. 

ACHIEVEMENTS 

WHISKAS is Australia's and the world's favourite 

and therefore the largest cat food brand. WHISKAS 

is the leading authority on cats. In fact, its 

overwhelming market share makes it the most 

preferred brand for everyday feeding. 

The brand consistently strives to bring product 

and packaging innovations and new levels of 

understanding to all areas of cat care, often 

satisfying needs not even recognised by other 

brands. 

Its insight into the needs and behavioural 

characteristics of cats of all ages, as well as the 

benefits of cat ownership, stem from the knowledge 

accumulated during many years at the 

WALTHAM® Centre for Pet Nutrition. 

HISTORY 

WHISKAS cans were first manufactured in 

Wodonga, Victoria, in 1967. Production of the 

WHISKAS Dry range, originally known as 

WHISKETTES®,began in Bathmst,NSW, in 1974. 

Both were branded with a cat mask in the 

background and the word 'WHISKAS' or 

'WHISKETTES' over the top in white- the same 

iconography used today. 

Since the launch of both products, WHISKAS 

has continued development in all areas of main meal, 

snacks and treats. More recently this has also 

included pet care, with items such as collars, bowls 

and beds. Over the past three years the brand has 

become even more accessible to all age groups of 

cat lovers via the Internet. 

The WHISKAS brand major distTibution points 

m·e traditional outlets such as supermm·kets but, as 

the market grows and diversifies the brand is also 

becoming a prominent feature in agricultural stores. 

More recently it has also become available through 

a channel of mass merchandisers to ensure 

WHISKAS reaches customers in all geographic 

areas. 

There have been both major and minor changes 

to the packaging over the years, but the brand fl ag 

and the famous cat mask have remained relatively 

constant. 

One of the most dramatic changes was the 

change of branding colour from blue to purple in 

2000 - a change that was suppo1ted by the famous 

campaign "cats see purple" . At this time, the 

fmnous British Shorthair Silver Tabby was also 

incorporated into all the packaging. It has since 

statTed in the brand's highly popular television 

commercials. 

During this colour change the dry range also 

underwent significant change. It was rebranded as 

a WHISKAS product rather than WHISKETTES. 

Since then the populm·ity of the range has continued 

to grow. It is now available in a number of pack 

sizes and convenient forms such as the easy-pom 

box with spout. 

134

In 1999, WHISKAS became the first cat food 

brand to introduce single-serve meal sachets into 

the pet food category, with WHISKAS SINGLES. 

This was soon followed by other innovations in 

the snacks and treats range, with functional snacks 

such as WHISKAS DENTABITSTMfor teeth and 

taste sensations such as WHISKAS CRAVERS® 

In 2003, the brand flag ofWHISKAS was slightly 

modified from a red mask to a purple one as patt of 

a global move towards more 

consistent branding - but the ever 

famous Silver Tabby remains and is 

now even more consistent across all 

packaging and product formats. 

THE PRODUCT 

WHISKAS manufactures top quality 

cat food in three main meal groups. 

These are cans, containing a greattasting 

wet food that is both complete 

and balanced; WHISKAS SINGLES, 

delicious recipes gently cooked to 

pe1fection and sealed in foil to ensure 

a fresh taste and m·oma every time; 

and WHISKAS VITA-BITES, a 

delicious and nutritious dry food that 

is crunchy on the outside and deliciously tender 

on the inside. 

Outside these three main meal options there is 

also a great range of snacks and treats such as 

WHISKAS MILK PLUS®, a lactose-reduced milk, 

specifically developed for cats, that is gentle on 

sensitive stomachs; WHISKAS CRA VERS, a great 

tasting dry snack; and WHISKAS DENTABITS, a 

delicious, chewy snack that helps keep teeth clean. 

Each product also offers vm·ieties to suit different 

stages of a eat's life, whether it be the specially 

formulated WHISKAS Kitten range or WHISKAS 

Senior - a nutritious and easily digested range of 

food specifically for cats over eight years of age. 

All WHISKAS main meal products provide 

complete and balanced nutrition for cats and are 

developed in accordance with the WHISKAS Food 

Pyramid to ensure every meal has the right balance 

of nutrients cats need to stay in the best of health. 

This focus on the health benefits of a fully 

balanced and nutritious diet is important for the 

strength of the WHISKAS brand. 


One of the most significant developments in recent 

yem·s has been the introduction of the WHISKAS 

SINGLES range, which has benefits for both cat 

and owner. Sealed in foil and gently cooked, this 

innovative range is convenient and offers the very 

best in freshness and flavour. The simple 'open 

and pour' packaging provides a no-mess feeding 

option for owners. 

WHISKAS also leads the innovation in dry food 

segment thanks to its pioneering Vita-Bites product. 

These nutritional bites are crispy on the outside 

and soft in the centre to create a great taste 

sensation. 

WHISKAS was also one of the first cat food 

brands to recognise the different nutritional needs 

at various stages of life. The development of a Kitten 

and Senior range of foods has been a major move 

for WHISKAS. It is the only brand that offers both 

Wet and Dry foods for both of these life stages. 

Today WHISKAS continues to move towm·ds a 

strong image in retail outlets with consistent design 

across all packaging formats. This 'new look' is 

intended to help customers identify both the brand 

flag and the complete range of offerings and feeding 

solutions. 

PROMOTION 

Effective promotion is especially complex when the 

brand is the mm·ket leader. Mm·ket leadership means 

competitors are constantly seeking to share the 

'consumer mind space' that WHISKAS owns. As a 

result, WHISKAS actively evolves the way in 

which it represents itself. 

A good example of this is the communication 

challenge confronting the brand in television 

adve1tising which, until recently, has been formulaic 

(that is, call the cat; cat running to the bowl; cat 

eating enthusiastically). 

WHISKAS chose to differentiate itself by going 

beyond the basics of taste and nutrition and 

acknowledging the 'cat and owner relationship'. 

This approach proved to be extremely successful 

with customers around the country responding to 

compelling insights into the relationship. 

WHISKAS has also tackled the traditionally 

difficult task of bringing 'news' to the category by 

turning 'news items' into events such as the 'first 

commercial ever for cats' campaign and the 'Pmrrple 

Promotion' in 2000. 

The national and international awm·d-winning 

WHISKAS 'mouse' campaign has also spem-headed 

the growth and development of not only the 

WHISKAS VITA-BITES dry product range, but of 

the entire dTy category. 

The brand has also been able to redefine how 

people feed 'wet' cat food with the WHISKAS 

SINGLES offering. The campaign 

brings to life a consumer insight by 

getting inside the cat' s mind. Sales 

have responded exponentially. 

BRAND VALUES 

WHISKAS fully understands cats 

and can deliver products to meet their 

idiosyncratic needs and changing 

preferences. 

WHISKAS has established itself 

as the brand that cat lovers trust by 

producing products that taste great, 

are nutritionally complete and 

balanced and m·e affordable. 

a socially responsible business by actively 

supporting cat and kitten re-homing programs 

m·ound the country and promoting responsible pet 

ownership. 

WH ISKAS® , WHISKAS SINGLES®. W HISKAS VITA-BITES®. WHIS K ETTES® . 

WALTH AM®. WHISKAS® DENTABITSn 1 • WHISKAS CRAVER$®. WH ISKAS MILK 

PLUS®® Registered Trademnrk 1 ~ 1 Trademark ~ Ma l> t er Food~ 


WHISKAS 

0 WHISKAS has helped more than 

30,000 needy cats find loving homes 

by actively sponsoring cat re-homing 

progran1s m·mmd the country. 

0 The WHJSKAS website 

(www.whiskas.com.au) is consistently 

among the top five most visited Fast 

Moving Consumer Goods websites in 


0 WHISKAS products are developed in 

conjunction with WALTHAM - the 

world' s leading authority on pet cm·e 

and nutrition. 

0 The fatnous WHJSKAS 'mouse' 

television commercials has won 

people's favourite adve1tisement 

awm·ds two yem·s running and received 

an international adve1tising awm·d 

(Silver Clio) in the category of TV & 

Cinema for the entertai11ing Bungee 

Mouse creative. 

135

White Pages® 

THE MARKET 

The way we contact people has 

changed dramatically over the last ten 

years. Once there was just the home 

telephone and maybe a fax machine, 

these days everyone seems to have a 

mobile phone, use SMS, have one or 

two e- mail addresses and surf the 

Internet. And with more ways to 

communicate, come more ways to be 

contacted. 

In this fas t-moving and 

increasingly mobile market, the White 

Pages® directory has consistently 

provided comprehensive contact 

information. Available via print, online, 

CD and telephone, the White Pages® 

products have grown with the times 

to keep Australians connected. 

ACHIEVEMENTS 

The White Pages® directory is the prime source of 

contact information in Australia. Research shows 

that 72 per cent of consumers surveyed between 

the ages of 18 and 64 in Australian metropolitan 

directory markets referred to the White Pages® 

directory in the month preceding the Market 

Research. 1 

Whitepages.com.au on average receives over 

1.8 rnillion unique visitors to its site each month 2 

and is consistently ranked as the number one site 

in directory category rankings. 3 

HISTORY 

The White Pages® brand was born in 1958. The 

Melbourne and Sydney telephone directories had 

become so thick that they had to be split into two 

di stinct directories: an alphabetical directory, the 

White Pages® directory, and a cl assified directory, 

the Pink Pages (later to become the Yellow PageSiD 

directory). 

For many years, White Pages® directory 

products were managed by National Directory 

Services, an internal business unit of the then 

Telecom Australia, also responsible for the printing 

and distribution of both White Pages® and Yellow 

Pages® directories. In 1997, Telst:ra Corporation 

Limited outsourced the White Pages® directory 

services to Sensis Pty Ltd (formerly known as 

Pacific Access Pty Ltd), a subsidiary of Telstra, 

giving it full responsibility for the day to day 

management of both White Pages® and Yellow 

Pages® directory products, on behalf of Telstra. 

THE PRODUCT 

The White Pages® brand sits across a product 

range that comprises the White Pages® directory, 

whitepages.com.au, the White Pages® directory 

on CD and Electronic White Pages® product. In 

addition Telstra Call Connect utilises the White 

Pages® information to provide a search engine via 

the telephone. These products are constantly 

evolving in order to reflect changing communication 

methods. 

The White Pages® directory is made 

available to almost every home and business in 

Australia each year and is an alphabetical listing 

of nearly every business, government and 

private residence with a telephone connection. 

There are a total of SS directories, 46 of which are 

co-bound with Yellow Pages® directories, 

containing over 8 million listings. 

In the printed directory, every first 

appearance of a telephone number 

qualifies for a complimentary entry of 

name, address and telephone number. 

Additional fields such as fax, email or 

web address can be purchased. 

Businesses can help reinforce and 

strengthen their business presence 

through a range of enhancement 

listing options such as: 

• Bold, 

• Superbold, 

• Business logo and 

• Colour options. 

Businesses can also take 

advantage of quarter, half and fullpage 

listings. 

The White Pages® OnLine site 

ftrst became operational in September 1995. It offers 

access to a comprehensive and up-to-date contact 

information database with over 8.76 million 4 

residential , business and government listings, 

Australia-wide. 

Contact details include e-mail and website 

hyperlinks, as well as traditional address 

information, telephone, fax and mobile numbers. 

Details such as company description, parking 

directions, hours of operation, and methods of 

payment have only added to the user friendliness 

of the site. 

As wel l as including all natio nal contact 

information published in the printed directories, the 

si te also includes Australian postcodes, 

international times, world dialing codes and date 

and time details. In addition, the mapping service 

136

on www.whitepages.com.au details the exact 

location of the searched listing, through Whereis® 

interactive maps (where available). Listing details 

are updated daily, giving the site currency of 

information equal to that of directory assistance. 

Whitepages.com.au can also be accessed 

anytime, anywhere using a WAP (Wireless 

Application Protocol) enabled mobile phone. 

Whitepages.com.au gives WAP mobile phone 5 

users access to Australia's residential listings and 

postcode information from their mobile phones. 

The White Pages® directory on CD contains all 

55 directories and allows the user to search by 

business or residential li sting across single or 

multiple directories. With search features 'sounds 

like', 'starts with' and ' nearby' and the ability to 

enter postcode or locality, it's easy to find what 

you are looking for. There is also the facility to 

create a personal address book on the hard drive of 

your computer and print address labels for mailing. 

The Electronic White Pages® service is a 

subscription service that provides sub-second 

responses to queries via connection to a White 

Pages® database service. Robust and reliable, it 

provides instant access to the most up-to-date 

White Pages® information available. It is a useful 

business tool for locating and verifying customer 

details and can also be used to provide Directory 

Assistance services. 


Recent innovations in product development, 

especially in regards to electronic commerce, are 

instrumental in moving the White Pages® brand 

to being positioned in the marketplace as the 

ultimate and complete source of contact 

infonnation. White Pages® is a significant brand 

that can represent all contact details, be they fixed 

or mobile telephony, physical or e lectronic 

addresses. 

In 2001 , some changes were made to the 200 I /02 

Perth White Pages® directory, to help make it easier 

to use and faster for people to find what they are 

looking for. A separate business section was 

included, where all business and government 

listings were sorted alphabetically. This section 

appeared at the front of the directory and was 

highlighted by a red tab. The residential section 

followed with every unique surname appearing 

once as a bold heading making it easier to use. 

Each listing pertaining to that surname was listed 

underneath by initial/first name, address and 

contact details. Following the success of the trial 

this format was extended into all mqjor metropolitan 

markets in 2002/03. 

Fwther innovation has been implemented in the 

2003/04 Perth market, providing directory users with 

a White Pages® Business/Government directory 

and separate White Pages® Residential directory. 

This makes it even easier to access the contact 

information needed. 

PROMOTION 

Through the late 1990s, White Pages® began a 

high-profile campaign to reinforce its role as the 

most comprehensive, relevant and user-friendly 

information tool. For the first time the brand used a 

combination of television, radio and direct mail to 

connect with its growing user and customer base. 

The campaign included reuniting the workers of 

the well-known Snowy River Scheme to 

demonstrate how easy it is to contact past friends 

with the White Pages® directory. 

In 2000, the focus shifted to highlight a series of 

product innovations, known as 'enhanced listings'. 

These included bold, coloured and logo listings, 

as well as e-mail and web addresses. To demonstrate 

the benefit of a coloured listing, one print ad shows 

a man in army camouflage hiding in the jungle - 

only thing is his camouflage is bright pink. 

In 2003, a successful tTial was implemented in 

the Pe1th market, splitting up the White Pages® 

directory into Business/Government and 

Residential volumes. A supporting press ad 

graphically communicates this shift by showing 

the two separate directories as bookends on a 

bookshelf with the headline, 'We've split up our 

books' . 

With this significant change, White Page:® 

returned to television with an ad featuring its 

business listings section. Using the line, 'If you 

know the business name, we'll help you contact 

them' the ad shows two detectives solve a bank 

robbery case with the help of the White Pages® 

directory. It turns out that one of the robbers wore 

his work shirt to the bank, complete with the 

business name and logo on the pocket. 

The ad also works to differentiate the White 

Pages® directory from the Yellow Pages® directory. 

That major difference being, the White Pages® 

directory used a known name search whereas the 

Yellow Pages® directory used a known category 

search. 

BRAND VALUES 

As the world continues to change at an accelerating 

rate, there is an increasing need for a trusted means 

of easily accessing accurate, thorough contact 

details, whenever and however you need them. 

Like the world it operates in, the White Pages® 

brand continues to change and evolve, offering 

more and more practical and efficient ways of 

delivering on its core promise of helping people 

get and keep in touch. 

The White Pages® directory has long been 

there for you. You turn to it when you know your 

local pizza shop's name but not the number, or when 

a friend's address is on the tip of your tongue. It' s 

been around for ages, but it's up-to-date with the 

most practical and helpful contact information . 

You 're sure to find the White Pages® directory on 

everyone's bookshelf at home as well as in their 

Internet bookmarks at work. 

I Independent research of people aged 18-64 conducted by T NS in (Sydney. Melbourne. 

Brisbane. Adelaide. Perth) Metropolitan Directory Markets (April 2003 to June 2003) 2 

Red Sheriff. Customer Intelli gence (U niqu e users Apri l 2003-Septcm ber 2003) 3 Red 

Sheriff Market Intelligence (Direc tory Category Ranking Janu ary 2003 - September 2003) 

4 White Pagei!D OuLiu(' database. October 2003 5 White Page~ OnLin(' site WA P access 

availabl e onl y via Telstra' s WAP service 6 Independ ent researc h of people aged 18-64 

condu cted by TNS in (Syd ney. Melbourn e. Bri sbane. Ade laide. Pe rth ) Me tropoli tan 

Di rectory Markets (A pri l 2003 to June 2003) 7 Red Sheriff. Customer Intelli gence (U nique 

use rs April 2003-Scpternbcr 2003) 8 Red Sheriff Market Intelli gence (Directory C llcgory 

Ranking January 2003 - September 2003) 

I 


THE WHITE PAGES 

0 The first Australian telephone directory 

was issued in Melbourne in June 1880. 

It listed the names of the 23 Edison-Bell 

telephone subscribers, and the 

location of their phone lines. 

0 A different theme for the 55 covers of 

the White Pages® directory is decided 

each year, and these range from 

historical events, environmental issues, 

sp01t, lifestyle, people and places, 

reflecting the locality of the book. 

0 Research shows that 72 per cent of 

consumers surveyed between the ages 

of 18 and 64 in Australian metropolitan 

markets refe1Ted to the White Pages® 

directory in the month preceding the 

Market Research 6 . 

0 On average, whitepages.com.au 

receives over 1.8 million unique visitors 

every month 7 and is consistently 

ranked the number one site in the 

directory category rankings. 8 137

(T/u f~ FtxxJ PetJ te) 

!!!!WOOLWORTHS ~ 

THE MARKET 

The Australian grocery market is not for the faint 

hemted. It is very competitive and accompanied by 

low margins. 

It may appem· that the major players dominate 

the food and liquor market, but the figures show 

that smaller supermarket operators will actually soon 

have more than 50 per cent of the $70 billion mm·ket. 

Despite all thi s competition, and in an 

increasingly discerning market, Woolworths' 

steadfast policy of "the best product at the best 

price with the best service" has produced an 

Australian brand so robust that it can claim to be 

an impmtant part of the nation's economy. 

Woolworths' sales results reflect customer 

acceptance of the total offer of range, freshness, 

quality, competitive pricing, convenience and instore 

service. 

ACHIEVEMENTS 

Woolwmths has more apprentices and trainees than 

any other Australian company. It invests many 

millions of dollars every yea~· in staff training instore. 

During 2003, The "Fresh Obsession" staff 

training progrmn involved 75,000 supermarket staff 

and is a prime example ofWoolwmths' corrunitment 

to developing employee skilJs and cultivating talent. 

Most senior Woolwmths managers have come 

through the ranks of the company and a university 

program has been developed with a leading tettim-y 

institution to accelerate training, establishing 

Woolworths as a corporate leader in people 

development. 

Woolworths' staff terms and conditions of 

employment, including wages, superannuation, 

employee share ownership plans and service 

contracts as well as D·aining and cm·eer paths have 

D·aditionally met and surpassed industry standm·ds. 

The development of Woolworths Petrol has 

enabled Woolworths to provide customers with an 

excellent, unique supplementm·y offer. They can 

save 4c per litre on peb·ol when spending $30 or 

more in a Woolwmths supermarket. The success 

of this offer has seen other supermarket retailers 

following suit. 

To reinforce Woolworths' fresh food leadership, 

the Woolworths Quality Assurance Program was 

developed to ensure that the best quality fresh 

merchandise is available to Woolworths' customers. 

Woolworths works with and sources products from 

quality assured suppliers who are dedicated to 

producing goods that meet Woolworths' quality 

standards. Woolworths' livestock buying team 

clocks up over 1.2 million kilometres a yea~· across 

Australia working closely with producers. The 

success of the Quality Assurance Progrmn has led 

other supermarket retailers to pursue similar 

programs. 

HISTORY 

Woolwmths has changed the face of retailing in 

Australia. The very first shop, "Woolworths 

Stupendous Bargain Basement" in the cramped 

basement of the Imperial Arcade ( 1924) heralded a 

new era in shopping. By 1933 Woolworths had 

developed the "chain" store with 31 stores in 

Australia and 9 in New Zealand. Even through the 

depression and war years Woolworths continued 

to grow and employ Australians with 25 stores 

opened in the first months of World War II. Ln 

1956, Australia's first checkout style variety store 

opened at Beverley Hills offering "swift, cowteous" 

service. Nineteen fifty-seven heralded the first 

"Supermarket" at Dee Why in Sydney. Next, 

Woolworths' first Food Fair store led the 

diversification into food. Woolwo1ths pioneered 

the supply of a wide range of low-price, quality 

merchandise to rural Australia, most dramatically 

in Alice Springs and Darwin. Woolworths soon 

became Australia's biggest retailer of fresh fruit and 

vegetables, which became the key factor in making 

retailing Australia's second large t industry. 

TV corrunercials in 1983 sang of the "one stop 

shop that's got the lot". By 1985, acquisition of 

Australian Safeway Ltd had made Woolwmths the 

market leader in grocery sales. The now legendary 

"Fresh Food People" strategy of '87 under the 

management of Paul Simons and Harry Watts 

rocketed Woolwmths into the position of Australia ' s 

largest retailer of quality fruit and vegetabl es, 

serving over 10 million customers every week. In 

two years profit went from $8 million to $136 million. 

In 1993, the $2,450 million Woolwmths share 

float was the biggest in Australian hi story. The 

I ,000 million shares on offer were quickly snapped 

up by more than 330,000 investors, many of them 

everyday Australians including 19,000 Woolworths 

employees. The company has come a long way 

from the Stupendous Bargain Basement in the 

Imperial Arcade. Continuing growth suggests that 

138

there's a long, exciting and prosperous road ahead 

for this trusted Australian institution. 

THE PRODUCT 

Currently Woolworths has over 700 supermarkets 

that serve more than 13 million customers nationally 

every week. Woolworths purchases 25 per cent of 

all fruit and vegetables grown in Australia, 14 per 

cent of all meat and just under 10 per cent of all 

dairy products, making Woolworths a significant 

supporter of rural and regional Australia. 

Woolwmths Liquor, along with Dan Murphy's 

and BWS, has brought significant competition to 

the liquor market and lower prices to customers. 

Woolworths Petrol has changed the landscape 

of Australian supermarket retailing. More than two 

thirds of sites are conveniently located either in 

the carpark or adjacent to a supermarket. 

EzyBanking, a joint initiative ofWoolwmths and 

the Commonwealth Bank of Australia, provides 

more than 600,000 customers with convenient 

access to fee-free banking in Woolwo1ths, along 

with longer banking hours, further enhancing the 

one stop shopping experience by enabling 

customers to bank while they shop. 

Woolworths is not just about product and price, 

it's also about being a good member of the 

community, supporting many events and charities 

that benefit the country's children and education, 

plus rural and regional Australia. August 2003 

marked the launch of the Woolwmths Fresh Future 

Children's Hospital Appeal. Through the effmts of 

Woolworths' staff and generosity of 

Woolworths' customers over 

$3 ,000,000 was rai sed to aid 

children's hospitals and wards 

across Australia. Woolworths 

is also working with the Fred 

Hollows Foundation. Ban·y OtT, 

one of Woolworths' most 

experienced store managers, 

and hi s family have been working 

with several indigenous 

communities in remote areas near 

Katherine, in the Northern Territory, teaching 

them ski lls required to operate retail facilities and 

stock fresh and nutritious foods. 


"Being a Fresh Food Person is more than a job. It's 

an obsession," is the essence of the latest 

Woolworths conunercials. 1987 saw the first fresh 

food commercials, which impacted greatly on the 

retail environment and contributed to Woolwmths 

and "The Fresh Food People" being synonymous. 

The current "Fresh Obsession" campaign 

illustrates that Woolworths deli vers the best and 

freshest foods to its supermarkets by working 

closely with their suppliers and adhering to the 

Quality Assurance Program. 

Each commercial illustrates a stm-y that gives 

customers the facts behind the fresh food in store 

and demonsb·ates that Woolworths is obsessed 

about delivering the freshest food. Why does the 

orange farmer buy his apples at Woolworths? 

Because he knows the lengths he has to go to in 

order to get hi s oranges from the orchard to 

Woolworths to the customer. 

To reinforce Woolworths' commitment and 

passion, supermarket staff underwent a 

comprehensive "Fresh Obsession" training 

program to enhance their skills and product 

knowledge. 

Fwthermore an extensive range of information 

leaflets has been developed to enable 

customers easy access to recipes, 

product and nutritional 

information on fresh foods. 

" Woolworths Fres h" 

packaging has been refreshed 

to reflect the quality of the 

products it contains and 

includes the Woolworths 

Quality Assured tick to reinforce 

quality, freshness and the money 

back guarantee. 

Woolworths launched the "Supermm·ket 

Safm·i" website in October 2003 as a resource for 

parents and teachers to help educate young 

children about nutrition. 

Woolworths and FPC Magazines continue to 

work together and have added a new weekly 

magazine, Woolworths Fresh, to the already 

established monthly Australian Good Taste and 

the bi-monthly Australian Parents. Woolworths 

Fresh informs readers on the latest products 

available in Woolworths supermarkets plus 

recipes, hints and tips as well as wholesome aJticles 

on lifestyle, entettainment, health and beauty. 

Woolworths and Caltex have 

established an alliance, adding 

over 130 Caltex Woolworths 

outlets to the already existing 300 

Woolworths Petrol outlets 

enabling customers to redeem 

petrol discount offers in over 430 

outlets Australia wide. 

PROMOTION 

Advertising and promotions plus 

in-store point of sale have always 

been an important part of 

WoolwoJths' promotional mix. In recent times they 

have been fundamental in communicating the radical 

improvement that the company has made to its 

stores. The cun·ent "Fresh Obsession" commercials 

give customers proof that Woolworths goes to great 

lengths to deliver the freshest food. 

"Everyday Low Prices" are a prime focus of 

Woolwmths' core value of being the "first choice" 

for Australians because of the better service, 

friendlier people, greater range and unbeatable 

prices. And Everyday Low Price products are a 

significant pmt ofWoolworths' product and price 

promotions in store, through point of sale as well 

as in catalogues and press. 

Woolworths is ranked as one of the Top I 0 media 

buyers in Australia, using a variety of media to 

reach a broad target market. More than six Inillion 

catalogues are distributed to homes 52 weeks of 

the year. Brand and ptice advettising appem·s on 

all television networks. Up to I 00 newspapers 

feature Woolwmths advertisements at least once a 

week. 

BRAND VALUES 

CEO Roger Corbett sums up Woolworths' core 

values with the no-nonsense statement "the best 

product at the best price with the best service". To 

this end, the Fresh Food People line incorporates 

not just the promise of the biggest and best range 

of fresh food but more. Woolworths passionately 

believes that its people are the core of the company's 

success, as important to the shopping experience 

as the food itself. "The Woolwmths Way" was 

coined to express the pride staff have in "getting it 

right on the shop floor". 

Woolworths is down-to-earth, honest, 

approachable, Australian and committed to 

ensuring customers a better shopping experience 

- each and every time. 

www. woolworths.com.au 


WOOLWORTHS 

0 Woolwmths is the second-largest 

private employer in Australia 

0 All staff shown in commercials m·e 

actual Woolwmths employees and all 

growers shown m·e actual Woolwmths 

suppliers. 

0 Woolworths has more than 320,000 

shm·eholders, 50,000 of whom m·e 

Woolwmths employees. 

139

WRIGLEY'S 

Extra® 

SUGARFREE CHEWING GUM 

THE MARKET 

Chewing gum has been one of the fastest growing 

consumer goods categories in Australia. Chewing 

gum accounts for 20 per cent of all non-chocolate 

confectionery sales in Australia with a total value 

of approximately $180 million each year. The 

majority of gum sales are impulse purchases with 

the heaviest consumers in the 15-30 year age group. 

The market is structured into sugar and sugatfree 

products and into single and multi pack purchases. 

Consumer benefits at·e segmented into Fresh Breath, 

Taste, Dental Cat·e and Kids. 

Wrigley is the lat·gest player in the chewing gum 

mat·ket, with market leadership across all segments. 

ACHIEVEMENTS 

EXTRA gum was the first sugatfree gum launched 

by Wrigley and was introduced in 1984 in the US. 

During the 'seventies, the growth of modified 

products led to the rise of attificial sweeteners to 

replace the sugars in many food products. However 

despite sugar's poor image and declining 

consumption, the sugarfree gum category failed to 

develop. 

In 1987 the State Health Authorities allowed the 

use of Nutrasweet as a sugar substitute. In the 

same yeat·, EXTRA gum was launched in Australia 

-the first chewing gum to contain Nutrasweet. 

EXTRA gum is now the most recognised 

chewing gum brand on the Australian mat·ket and 

the biggest non-chocolate confectionery brand in 

the country. 

At launch, Wrigley forecast, "the launch of 

EXTRA sugatfree gum has potential to achieve 

over 9 per cent of the total chewing gum market 

and this would be done in year three of mat·keting". 

This target was acrueved after only four months of 

television advertising and within only two yeat·s of 

its launch, EXTRA gum had become the lat·gest 

selling chewing gum brand on the market. The 

success of EXTRA gum's launch resulted in an 

impressive growth in the overall chewing gum market 

by 40 per cent in just four yeat·s. 

By 1992,EXTRAgum's sales volumeh

The aim of the creative strategy suppmting 

the Dental Care platform was to increase usage 

of chewing gum by changing social attitudes 

towards the category, that is, to inform the 

audience of the benefits of the chewing action 

and salivary stimulation. This was achieved 

by targeting two key audiences: the dental 

community and consumers. 

The campaign, comprising speakers at 

dental conventions, press advertising, direct 

mail and television advertising, proved 

successful. 

The number of dentists associating dental 

benefits with chewing gum increased 

significantly from only 20 per cent in 1988 to 

85 per cent in 1992. 

Consumer reactions to the advertising were 

also favourable, with results showing they 

found it informative, interesting and most 

impmtantly, believable with 55 per cent of gum 

consumers identifying a key category need 

as 'helping to prevent tooth decay'. The 

World Dental Federation endorsed the 

chewing of EXTRA sugarfree gum, with the 

endorsement s ubsequently featured in 

advertising. 

HISTORY 

Modern chewing gum began in the late 1860s when 

chicle, a substance from the latex of the sapodilla 

tree, was brought to the United States and used as 

a chewing gum ingredient. By the eat·ly 1900s, with 

improved methods of manufacturing, packaging 

and mmketing, chewing gum was well on its way to 

its current popularity. 

Williatn Wrigley Jr. mrived in Chicago in 1891. 

He was 29 years old with unlimited energy and great 

talent as a salesman. He statted out selling soap. 

As an incenti ve to merchants to carry Wrigley's 

soap, he offered them free baking powder. 

When baking powder proved to be more 

popular than soap, he switched to the 

baking powder business. One day, Mr. 

Wrigley had the idea to offer merchants 

free chewing gum as an incentive to cat-ry 

Wrigley's baking powder. Before too long 

he had switched again, to the chewing gum 

business, launching Wrigley's oldest 

brand, Juicy Fruit, in 1893. 

The first factory established outside 

North America was in Australia where a 

small factory was set up in Melbourne in 

1915. In 1919 the factory was moved to Rosebery, 

Sydney and again to a lmger factory in 1958 at 

Asquith, Sydney where it continues today to 

produce quality Wrigley chewing gums. 

THE PRODUCT 

Wrigley's EXTRA sugarfree 

products deliver a wide range of 

great tasting confectionery that at·e 

good for teeth. EXTRA products 

help keep teeth clean, white and 

strong and at·e highly regat·ded for 

their great taste and long-lasting 

flavours. Whilst the EXTRA brand 

has been known as a chewing gum 

brand, the brand has successfully 

extended into sugatfree Drops. 

EXTRA sugatfree chewing gum 

is available in pellets and tabs, singles and 

multipacks in a range of flavours including 

Spemmint, Peppermint, Sweet Mint, Peach and two 

children's vat·iants: Classic Bubblegum and Berry. 

EXTRA sugatfree Drops at·e a refreshing tasting 

sweet that a~·e good for teeth. They at·e available in 

a flip-top box in three flavours ; Wild Berry, Wild 

Mint and Lemon. EXTRA Drops contain no sugm 

so they me the low guilt alternative to traditional 

sweets. 

In late 2002 Wrigley felt it was time for a new 'brand 

presenter' for the EXTRA brand and Olympic Gold 

Medalist aerial-skier Alisa Catnplin was the perfect 

fit. A lisa displays well-suited qualities for the brand 

-as a wholesome, healthy, friendly, 

fresh athlete. 

The Alisa Camplin campaign 

began in 2003 with a television 

commercial for the EXTRA brand. 

Proving a success, Alisa's role as 

the face of EXTRA products was 

quickly extended across the range 

to EXTRA White and EXTRA for 

Kids in 2003 and for EXTRA 

Professional and EXTRA Drops in 

2004. 

Alisa has proved to be a huge success for 

the brand. Her personality and her great smile 

reinforce the comprehension of the dental 

benefits. 

PROMOTION 

EXTRA gum was launched with advertising 

support featuring Wimbledon champion Liz 

Smylie, comprising a total of four TV 

executions between 1987 and 1992. Liz Smylie 

was a personality with a perfect match to a 

female-skew tmget audience concerned with 

weight, appeat·ance and health. She correlated 

with the personality of the brand; healthy, 

wholesome, confident and contemporary. 

What's more, she has a great smile! 

In the six yeat·s from 1987 to 1992 Wrigley 

invested approximately $7 million in 

advettising the EXTRA brand, and by 1991 

the brand had grown to 35 per cent of the 

total chewing gum mat·ket. 

The Liz Smylie campaign was highly 

successful in generating awat·eness of the 

brand, and registering the brand's positioning. 

From 1992 television advertising for the 

EXTRA brand shifted focus to the Dental Cme 

message. Using the now well-known graphic 

representation of a pH curve, the 

communication illustrates how chewing EXTRA 

helps neutralise plaque acids after eating to cme 

for teeth. 

BRAND VALUES 

The core 'EXTRA' brand values at·e encapsulated 

in the statement 'EXTRA. Cat·e for Healthy Teeth'. 

EXTRA products, in all forms, have dental cat·e 

central to its promise. The entire range is sugatfree 

and the action of saliva stimulation acts not only to 

balance plaque acids and thus help to prevent 

cavities, but remineralisation actually strengthens 

teeth too. So whichever vmiety of EXTRA products 

you choose, you can be sure it's taking care of 

your teeth. 


GUM 

0 The Ancient Greeks chewed resin from 

the bat·k of the mastic tree. 

0 Modern gum was developed in the US 

in the 1800s when two brothers, Henry 

and Frank Fleer, experimented with 

chicle, the sticky substance found in 

the sapodilla tree. Hemy called his 

invention chiclets, while Frank 

produced his Blibber Blubber Bubble 

Gwn 

0 To grow all the mint Wtigley needs for 

its mint-flavoured gums would take 

more than 30,000 football fields. 

0 Reseat·chers have found that the act of 

chewing improves short and long-term 

memory by up to 35 per cent. 

0 Americat1s chew more gum per capita 

than anyone else - more than 170 

sticks of gum each per yeat·. 

0 The EXTRA brand has grown to 

become the lat·gest non-chocolate 

confectionery brand in Australia. 

51

Yellow Pages 

THE MARKET 

In today' s marketplace we are swamped with choice. 

There are more products and services than ever 

before. There are countless brands, countless 

places to get them and numerous ways to find, to 

compare and to wind up thoroughly confused. 

New technology has also broadened the market 

for information. For instance, internet search 

engines allow you to search for anything, anywhere 

in the world. Where once printed directories owned 

the informati on marketplace - today on line, 

telephony and printed media are all competing. 

Muhanunad Ali once said: "Wisdom is knowing 

when you can't be wise." It would not be wise to 

sort through all of today's information clutter and 

that is why the Yellow Pages® directory exists. It is 

there to help you find things quickly by bringing 

together buyers and sellers. The Yellow Page:@ 

brand is made up of directory, online and voice 

products to reflect the different information 

channels people use. Now you can find 

the products and services 

you are looking for 

wherever you are, 

whenever you want. 

ACHIEVEMENTS 

the smallest country towns. 

Inside the Yellow PageSID 

directory there are over 2,500 

classified headings. 

This translates to 

more than 57,500 

individual pages 

of advertising 

which, when printed, 

become 21 billion 

pages, bound and 

delivered as over 15 million 

directories 2 - that's one directory to 

almost every home and business in Australia. 

The Yellow Pages® brand is popular. Research 

shows that 73% of consumers surveyed between 

the ages of 18 and 64 in Australian metropolitan 

directory markets used 

the Yellow PageSID 

directory in the month 

preceding the research. 3 

Furthermore, the 

yellowpages.com.au site 

is Australia's most 

visited online business 

directory4 with over 1.4 

million unique users 

visiting the site each 

month. 5 

Sensis decided to 

create the Yellow Pages® 

Small Business Index- a 

quarterly survey that 

measures the c urrent 

climate of small business and repmts on projections 

for the fmthcoming quarter. In 2000, the Yellow 

Pages® Small Business Index was expanded to 

include medium businesses, and in 2003 was rebranded 

as the Sensis TM Business Index - Small and 

Medium Enterprises. Today, the Sensis TM Business 

Index is accepted as a leading - and truly 

independent - barometer of business opinions for 

the SME sector of the Australian economy. 

Similarl y, the Ye ll ow Pages:!!) Business ideas 

Grants program is one of a number of Sensis 

initiatives designed to support Australia' s small 

and medium enterprises. It is an annual award 

program supporting new business ideas at the 

concept, product development and business 

development stages. 

Another service Sensis initiated is the 

BookMuncher® Directory Recycling Program to 

ensure the responsible environmental management 

of old directories. The program enables residents 

and businesses to recycle their old White Pages® 

and Yellow Pages®directories through established 

council kerbside and commercial paper recycling 

collections. In 2002, a record 66 per cent of old 

directories were recycled through the program into 

e nvironmentall y friendly products such as 

cardboard packaging, kitty litter and housing 

insulation. 6 

HISTORY 

The world's first telephone directory was published 

in Connecticut in 1878, only two years after Mr Bell 

made the first telephone call. As telephone usage 

began to grow and spread, naturally so did the 

140

I 

directories. In some cities, what began as a humble 

sheet of paper soon required two comprehensive 

volumes. 

The directory that became the Yellow Page:@ 

directory officially began in 1924, except that back 

then it was actually pink. And all 40 pages were 

neatly contained within the standard telephone 

book. The first fully classified directories were 

launched in 1935 in Sydney and Melbourne. But it 

wasn't until 1975 that the colour of the directory 

was changed from pink to yellow, primarily because 

of a worldwide shortage of pink paper. Yellow was 

also the colour recognised internationally for 

classified telephone directories. 7 

The Yellow Page®OnLine site-the first online 

Yellow Pages® directory- was launched in 1994. 

New applications for the directory product did not 

cease there and the voice directory service, 'Hello 

Ye llow', was launched in 1993 and it was renamed 

as the Yellow Pages:!D Direct service in 1997. This 

product was enhanced and relaunched at the end 

of 2000 as the Ye llow Pages:!!) Connect service. 

THE PRODUCT 

The pace of life is getting faster and faster and as 

we become more time poor, new technology 

channels are attempting to provide us with more 

efficient ways of communicating and obtaining 

information. For example, over l 0 million people, 

aged 14 years and over, own or use a mobile phone. 8 

In addition, over 82 per cent 9 of all Australian 

businesses and 61 per cent 10 of all Australian 

households are connected to the Internet. 

Despite all this change, people want to retain a 

sense of stability, they seek direction fro m trusted, 

familiar brands. In this context, the Yellow Page® 

directory remains Australia' s most trustworthy and 

reliable business directory. 11 In addition, the Yellow 

Pages® delivery channels have adapted to suit 

changed conditions. 

The metropolitan directory sti ll represents the 

foundation of the Yellow Pages® brand. The Yellow 

Pages® brand also extends to Yellow Page:@ 

regional directories which cover the nonmetropolitan 

areas of Australia, acting as an 

information source and buying guide for regional 

areas throughout Australia. Sensis also produces 

localised Yellow Pages® directories for 22 selected 

markets in Brisbane, Sydney and Melbourne with 

an extra two local directories in Adelaide and Pe1th 

being launched in 2004. The Yellow Pages® local 

directories are smaller and more compact than the 

normal directories making them easier to handle. 

They contain li stings of local businesses, street 

maps and information pages relevant to their local 

community. 

As consumers and adve1tisers are increasingly 

using the Internet, there is an oppoltlmity to direct 

users toward the Yellow Pages:!DOnLine site. There 

are already over 1.4 million unique users who visit 

the yellowpages.com.au site each month. 12 The site 

enables consumers to locate and profile businesses 

24 hours a day, 7 days a week. 

Finally, the Yellow Pages:!D Connect service 

places the entire Yellow Pages® directory database 

a single phone call away. The Ye ll ow Page:@ 

Connect service is the only 'live' service featuring 

the Yellow Pages® directory listings, with access 

to 1.8 million businesses Australia-wide and with 

the ability to directly connect customers with most 

of them on the spot. This national dial-up directory 

service currently provides approximately 112,000 

refeiTals each week. 13 Watch this space as the Yellow 

Pages® Connect service is developed further to 

offer even more information options over the phone. 

Find pawnbrokers at 

yellowpages.com.au 

PROMOTION 

The Yellow Pages® brand is one of Australia's most 

loved and memorable brands. Research has shown 

that the Yellow Pages® brand is considered reliable, 

trustworthy and knowledgeable. 14 Due to the 

inherent natme of information giving, the Yellow 

Pages® brand risks being seen as dull and boring, 

dry and factual. The role of advertising is to 

counter-balance this by using humour to build the 

brand personality and engage the audience. Each 

ad has helped to make the brand more likeable and 

more human. The characters in the ads are not 

pe1fect and this enables us to relate to them and in 

a sense, laugh at ourselves. 

Many Australians fondly recall consistently 

humorous and creatively outstanding Yellow 

Pages® ads. Over the years, the Yellow Page:@ 

brand has won many prestigious Australian and 

International creative awards. These include 8 

awards at the Cannes International Advertising 

Festival, an achievement unprecedented in 

Australian adve1tising history. The Yellow Page® 

brand has also been a dominant outdoor advertiser 

in the past few years. Executions promoting the 

headings in the Yellow Pages® directmy and Yellow 

Pages® OnLine service have illustrated innovative 

use of the medium with campaigns recognised at 

Cannes, the New York Festival and other award 

shows. 

It all began with the Goggomobile ad promoting 

the directory. Its popularity with consumers was 

overwhelming, with "G-0 -G-G-0" becoming part 

of everyday language. For many years the directory 

ads were the face of the Yellow Pages® brand. 

Favomites include: Danny ripping up the Yellow 

Pages® directory while packing to move; the man 

in his dinner suit standing under a leaking sprinkler; 

and the man who uses the Yellow Pages® directmy 

to stop his broken-down ute rolling backwards 

down the hill. 

Perhaps the most famous Yellow Pages® ad was 

"Not Happy, Jan", the commercial was so popular 

that the phrase became pmt of the vernacular. The 

campaign's effectiveness was recognised in the 

Advertising Federation of Australia's Effectiveness 

Awards in 2003 where it was a finalist. 

Two recentconunercials include 'Skip' and 'Dog'. 

'Skip' shows a man who has hired a skip for his redecorating 

rubbish and who later discovers that 

hi s neighbours are making full use of it. After 

consulting the Yellow Pages® directmy, late one 

night he puts an end to this freeloading by 

installing a high-powered security floodlight 

system. 

In 'Dog' , we see a man and his dog taking their 

daily walk m·ound the suburbs. As pmt of this 

everyday ritual our canine friend has made a habit 

of defecating on one of his nei ghbour's pristine 

lawns. After many clean-ups the lawn owner spots 

the perpetrator and consults the Yellow Page@ 

directory to find an appropriate deterrent- a remote 

activated sprinkler system. 

The follow-up campaign to 'Not Happy, Jan' 

explores the ridiculous lengths people go to when 

trying to remind themselves to do things. It includes 

a woman leaving herself a number of phone 

messages to remind herself to pl ace her ad in the 

Yellow Pages® directory. Another commercial 

features an overly confident businessman, who 

walks through a door and a Yellow Pages® directory 

fall s onto his head as a reminder to book his 

advertising. 

BRAND VALUES 

The overwhelming fondness that users feel for the 

Yellow Pages® brand is reflected in the array of 

attributes that they readily associate with the brand. 

Consumers see it as helpful, genuine, and downto-emth.15 

For millions of Australians, the vm·ious 

Yellow Pages® products m·e the first place they 

look when they need anything. In short, it's a brand 

they rely on and trust. 16 

I f,.,ol«l) p,"fo, A

THE MARKET 

When Yoplait was launched into the Australian 

market in 1982, annual yogurt consumption was 

quite low at 0.9 kilograms per head. The total market 

size was only 14,000 tonnes. By 2003, the market 

for yogwt had grown to 114,000 tonnes, valued at 

$521 million, and consumption per head is more 

than six kilograms. Household penetration is 80 per 

cent, and is even higher in households with 

children. 

The strong annual growth that yogurt has 

experienced in the years between 1982 and 2003 

owes much to Yoplait. It took only six weeks after 

its launch for Yoplait to become market leader, and 

the brand has been instrumental in driving market 

growth by encouraging market segmentation. In 

the early 1980s, the yogwt products on the market 

were designed to have reasonably broad family 

appeal. In 1985, Yoplait was the first to offer a light 

yogurt, and in the ensuing years the brand has 

continued to meet the lifestyle demands of 

consumers, especially in regard to convenience, 

health, great taste, flavour and variety. 

Key segments of the yogwtmarket now include 

Regular, Light, No Fat/Diet, Natural and Probiotic 

yogurts with their extra health benefits, and 

children's yogwts. 

Currently, the highest consumption of yogwt is 

by children. It is anticipated that these younger 

generations will continue to enjoy yogurt well into 

adulthood, fwther growing the market by increasing 

penetration and consumption. 

Australian adults were not brought up with 

yogmt but a large propmtion has incorporated it 

into their diet. The main reasons adults eat yogmt 

are because it is a healthy, 

nutritious, convenient snack 

and it tastes good. 

Yogwt is largely eaten as a 

snack or p3.11 of a meal and is 

increasingly eaten as a desse1t 

instead of ice cream. Natural 

yogurt is often used in 

cooking for dips, spreads and 

as a more healthy substitute 

for cream, coconut cream and 

sour cream. 

ACHIEVEMENTS 

Yoplait offered the first true 

national brand of yogurt with 

substantial consumer appeal. 

Prior to the launch of Yoplait 

there was limited choice and a 

general focus on full fat and natural yogurt products 

with a t3.11 or tangy taste. Yoplait made available a 

range of fru ity flavours with innovative packaging 

in user-friendly twin packs, and the yogmt market 

has never looked back. 

The Yoplait brand has been a pioneering force 

in the market helping to define the segmentation 

through innovative products specially developed 

to meet different consumer needs. 

In 1984, Yoplait was the first brand to launch a 

four pack, while introducing the concept of a v3.l·iety 

of flavours in the one pack. A year later, Yoplait 

launched its Fresh 'n'Light range (now called Yoplait 

Lite), successfully offering consumers a greattasting, 

low-fat choice. By 1986, Yoplait multipacks 

were the top five national sellers and the launch of 

multipack themes, such as Berry Delights in 1987, 

continued to encourage growth in this segment. 

Yoplait made additional health benefits available 

with the launch of the Yoplus brand in 1990, which 

incorporated the now well-known probiotic cultures 

acidophilus and bitidus. In the S3.lne year Yoplait 

launched a Diet yogwt brand specially designed 

to meet the needs of weight-conscious consumers. 

The introduction of Yoplait Petit Millin in 1991 

was an opportunity to provide a healthy snack, 

especially for children. Petit Miam was the first 

children's fro mage frais on the m3.1·ket and also the 

first product to really meet the specific needs of 

children. This brand has set the benchmark in kids 

nutrition and children's adve1tising in the yogurt 

category. Petit Miam. It's French for Yum. 

Taking yogurt to even younger consumers, 

Yoplait launched Petit Mian1 Baby, a range of 

specially-formulated yogurt products for babies 

from six months of age. Yoplait provide the only 

fresh yogurt formulated especially to meet the 

nutritional needs of babies and it comes in a 

convenient format for mothers. 

To continue the innovation Yoplait launched the 

first yogurt in tubes for kids, Go-Gurt. A truly 

portable yogurt that kids love to eat on the go and 

mums al so love because it is so great for the lunch 

box . YoplaitGo-Gwt is specially made for freezing 

so it is ideal as a summertime, go-anywhere snack. 

In 2003 Go-Gurt was successfully introduced in 

popular l OOg tubs, so now kids have more ways to 

eat their favourite yogwt. 

Fwther brand expansion came with the highly 

innovative new brand Yoplait LeRice, a healthy 

dairy snack made from a blend of rice and milk with 

premium fruit or sauces. Perfect for a quick and 

healthy snack LeRice is a popular addition to the 

Yoplait brand portfolio. 

The latest innovative launch came in 2003 with 

Yoplait Optimal which is a delicious probiotic yogwt 

drink that has been specially developed for people 

with busy lifestyles. Yoplait Optimal has been 

specially formulated with a synergistic combination 

of active cultures, culture booster and natural 

antioxidants from green tea. Yoplait Optimal comes 

in a convenient 90ml bottle, is made from all natural 

ingredients, is 99 per cent fat-free and has a light 

and refreshing taste. Yoplait Optimal. Do one good 

deed for your body. 

Yoplait has a range of delicious yogurt products 

that meet a wide variety of consumer needs, it is a 

well reg3.1·ded and trusted brand that has always 

taken a market leadership approach by driving 

market growth through innovation in both product 

and brand communication. 

Yoplait. It's Frenchfor 

Yogurt. 

HISTORY 

The story of yogurt 

begin s with Middle 

Eastern nomads and the 

Persians. The first yogurts 

were made from the milk of 

various animals, concentrated 

by heat and 

fermented naturally to 

produce a s mooth, 

delicious product known 

the n as 'sour milk' . The 

fermentation process in 

these predecessors of our 

yogurt destroyed u nde- 

142

sirable micro-organisms and left the beneficial 

lactic acid bacteria which gave the pleasant aroma 

and flavour which yogurt lovers appreciate to 

this day. 

It was believed that the Biblical character 

Abraham derived his viri lity and longevity from 

yogurt. Some scientists regard modern yogwt, a 

blend of nutritious milk and beneficial cultures, as 

one effective tool for dealing with many health 

problems. Yogurt provides an excellent source of 

calcium and other essential nutrients. It is also 

suitable for people with lactose intolerance, since 

the bacteria which create yogurt use lactose as an 

energy source and lower its levels substantially. 

Today's consumers enjoy all types of yogurt 

not only for health giving benefits but for its texture, 

taste, nutritional values, variety and versatility. 

THE PRODUCT 

The Yoplait brand originated in France and is now 

sold in 68 countries. It is the second l3.1·gest fresh 

dairy brand in the world. In Australia, Yoplait is 

manufactured and marketed under li cense to 

National Foods Limited, the l3.1·gest supplier to 

the supermarket dairy case in Australia. 

Yoplait has a wide range of yogurt products 

that provide consumers with very important 

nutrients such as calcium for strong bones, 

cultures for a healthy digestive system and a great 

selection of delicious fruit v3.1·ieties in smooth and 

creamy yogurt that tastes great. 

The Yoplait range of products covers the 

consumer life span with a product offering that is 

relevant for people in every age group. A quick 

overview of the range is: 

Yoplait Petit Miam Baby is suitable for babies 

from 6 months. 

Petit Miamis made with the goodness of milk, 

real fru it puree and nothing artificial. It 

comes in tubes, Little pots and larger 

I OOg pots, pe1fect for growing children 

and their growing appetites. 

Go-Gwt is smooth, cre3.lny, colomful 

yogurt for kids on the go. This unique 

product comes in tubes and is speciall y 

made for freezing so Go-GLut is ideal 

for the lunchbox. Made with real fruit 

and natural ingredients. 

Yoplait Original is thick, creamy 

yogurt that is 97 per cent fat-free. A 

family favourite that comes in a range 

of fruity varieties and pack sizes from 

2x200g tubs, Multipacks with 3 different 

flavours in 200g tubs and the 1 kilo 

packs for larger appetites. 

Yoplait Lite is s mooth, creamy 

yogurt that is 99 per cent fat-free. This 

is the biggest range ofYoplait products 

and includes more than 20 flavours. 

YoplaitNoFat is cre3.lny, fruity 

yogmt that is 99.9 per cent fatfree. 

This yogwt is made for those 

who are shape conscious and 3.1·e 

looking for lower calorie products. 

Yoplait Yoplus is natural yogwt 

that is mild, thick and creamy and 

it has the added goodness of 

probiotic cultures, acidophilus, 

bifidus and casei, and is high in 

calcium. 

Yoplait Optimal is a delicious 

probiotic yogwt drink that contains 

active acidophil us, bitidus and casei 

cultures to keep the digestive 

system strong and healthy. 

Yoplait LeRice is a healthy dairy 

snack with a unique and delicious taste 

and texture. A rice custard with premium 

fruit or sauces that can be eaten straight 

from the fridge or heated for a winter 

warmup. 


Yoplait is constantly introducing new 

products to the market and just as 

frequently makes improvements to 

existing products to meet the 

changing needs of Australian 

consumers. 

For the first time in many years 

Petit Miam has had a face lift. With 

a ll new pack design featuring 

happy, healthy, growing 

children . The new 

design reflects the 

brand position that 

encourages children to 

grow up big and strong. 

Go-GLut now has a big 

brother with the recent introduction of 

Go-Gurt in tubs. The l OOg tubs will feed 

a larger appetite, especially in that allimportant 

after school snack time. 

Yoplait Lite has recently been relaunched 

with a thicker, creamier yogwt 

that tastes even better than before. A 

new development in the Yoplait range 

has been the successful introduction 

of dessert-style yogurt flavours. This 

first began in 2000 with the really great 

Cre3.111y Vanilla yogwt, followed in 200 l 

with Cre3.111y Latte, in 2002 with Caramel 

and in 2003 with French Cheesecake. 

Yoplait Original has always been 

0 

0 

0 

0 

popular with all members ofthe 

family so in an effo1t to please 

everyone, a unique new multipack 

called Cust3.l·d Craze has 

been launched. 

The recent launch of Yoplait 

Optimal has been the latest in the 

long line of product innovations 

that Yoplait has brought to 

Australian consumers. Yoplait 

Optimal is the latest entrant in 

the fast-growing probiotic 

yogmt drinks market and is set 

to drive the market to new 

heights. 

Yoplait provides consumers 

with a wide range of products in 

market segments that cater to 

babies through to adults 60 and 

older. 

PROMOTION 

The Yoplait brand has always 

had strong, consistent 

adve1tising that is fun to watch, 

supporting the brand and 

building brand values. The 

commercials have focused on a 

French setting with French 

people. Yoplait. It 's Frenchfa: .. 

mmmm. The unique and 

appealing adve1tising has been one of 

the reasons for the e3.1·ly overwhelming 

and continued success of the Yoplait 

brand. Brand awareness has always 

been very strong. 

Yoplait brand promotional activities 

extend beyond TV advertising into 

activities that surround the consumer, 

such as outdoor event sampling, instore 

tastings, billbo3.l·ds, radio and 

magazine advettising. 

Yoplait utilises a mix of adve1tising 

media to ensure the brand message 

reaches consumers at v3.l·ious times 

in their day, at home, at the train 

station, in-store, in the c3.1·, at leisure. 

BRAND VALUES 

Yoplait has consistently maintained 

its brand values of French, Fun and 

Family. 


YO PLAIT 

Every year, Yoplait produces enough 

tubs of yogmt to stretch from 

Melboume to P3.l·is when lined up side 

by side. 

Yoplait is available in 68 countries 

3.1·ound the world. 

To make its range of products, Yoplait 

uses around 30 million litres of fresh 

milk eve1y ye3.1·. 

There 3.1·e two trillion live bacteria in 

every 200 gr3.111 tub ofYoplait yogmt. 

143

Australia Edition 4

Create successful ePaper yourself

Delete template?

Save as template?