- Elders Fine Foods has grown its red meat distribution in China from $2 million to $12 million turnover over 7 years, exporting about 50 tonnes of Australian beef and lamb per month.
- The company forecasts 20-25% annual growth over the next 3-4 years and aims to double its business by focusing on high-end distribution channels and exclusive Australian brands.
- Australia's clean, green image has been positive for the business, as Chinese consumers increasingly demand safe, traceable food for their families.
- Nestlé was founded in 1866 in Switzerland by Henri Nestlé to produce the first condensed milk. It has since grown to operate in 197 countries with 340,000 employees.
- Nestlé pioneered many food innovations over the decades like Nescafé instant coffee in 1938, Nesquik cocoa powder in 1948, and Maggi ready meals in cans in 1957 to provide convenient, nutritious options.
- Today Nestlé has a wide range of products across beverages, water, dairy, confectionery, pet care, and healthcare. It is committed to improving nutrition and reducing elements like salt, sugar, and fat in its foods.
This document provides an overview of Weetabix Food Company. It includes a note from the CEO welcoming new employees, the company's vision and core principles, information about its product range and global operations, marketing strategies, corporate social responsibility efforts, and executive team. Key facts are that Weetabix is the #1 cereal brand in the UK, exports to over 80 countries, and has manufacturing facilities in the UK and North America. The document aims to inform potential new hires about Weetabix and what it is like to work there.
StartcoFoods is a South African food producer subsidiary focused on grains, sugar, beverages, meat and wellness products. Their flagship product is a processed meat sausage sold under the Autumn brand. The company aims to produce quality nutritional products to benefit customers while creating shareholder value through ethical business practices and community development. They plan to partner with raw material producers, distributors and exporters to establish manufacturing and grow through brand activation.
Parle -G BISCUIT(G FOR GENIUS) - A NICE BRANDSHISHIR MAURYA
This document provides an overview of the Indian biscuit industry and a profile of Parle Products Pvt Ltd, a major player in the industry. Some key points:
- Parle has over 35% market share and is the largest biscuit manufacturer in India. It was established in 1929.
- A SWOT analysis identifies Parle's strengths as its diversified product range and extensive distribution network, while weaknesses include dependence on its flagship Parle-G brand and increasing production costs.
- Research found that when Parle-G raised its prices, customers switched to competitor Tiger biscuits, since Parle-G has highly price sensitive customers.
- Suggestions to help Parle sustain its
Sunshine Bakery is a new private bakery company being established in Gokwe, Zimbabwe by four partners. The business plan outlines the company's objectives to become a leading supplier of bread and bakery products to local retailers, schools, and businesses in the area. Startup costs are estimated at $7,000 with additional funding of $2,000. The bakery will offer breads, cakes, doughnuts, biscuits and sandwiches. Pricing strategies include low introductory prices to gain market share followed by cost-based and competitive pricing. Sales are forecast to increase by 30% in year two and 50% in year three as the bakery seeks to meet unfulfilled demand in the local
This document presents a business plan for Shaify's Chips SDN.BHD, a company that produces homemade chips. It includes details about the company background, products, target market, financial projections, and SWOT analysis. Specifically, it outlines the company's mission to guarantee quality and customer satisfaction, lists 10 chip products and their prices, predicts increasing annual sales from RM48,000 to RM65,000 from 2013-2015, and identifies strengths such as demand for healthy snacks, and weaknesses like a limited flavor variety.
The document provides an overview of the educational components and opportunities for members of the UCREC (University of Chicago Real Estate Council) for Winter 2010. It includes information on finance basics, REITs (Real Estate Investment Trusts), company presentations, mentoring opportunities, and accomplishments from Fall 2009. Some key events mentioned are a presentation from Bank of America on February 1st and the hosting of a real estate case competition in 2011.
- Elders Fine Foods has grown its red meat distribution in China from $2 million to $12 million turnover over 7 years, exporting about 50 tonnes of Australian beef and lamb per month.
- The company forecasts 20-25% annual growth over the next 3-4 years and aims to double its business by focusing on high-end distribution channels and exclusive Australian brands.
- Australia's clean, green image has been positive for the business, as Chinese consumers increasingly demand safe, traceable food for their families.
- Nestlé was founded in 1866 in Switzerland by Henri Nestlé to produce the first condensed milk. It has since grown to operate in 197 countries with 340,000 employees.
- Nestlé pioneered many food innovations over the decades like Nescafé instant coffee in 1938, Nesquik cocoa powder in 1948, and Maggi ready meals in cans in 1957 to provide convenient, nutritious options.
- Today Nestlé has a wide range of products across beverages, water, dairy, confectionery, pet care, and healthcare. It is committed to improving nutrition and reducing elements like salt, sugar, and fat in its foods.
This document provides an overview of Weetabix Food Company. It includes a note from the CEO welcoming new employees, the company's vision and core principles, information about its product range and global operations, marketing strategies, corporate social responsibility efforts, and executive team. Key facts are that Weetabix is the #1 cereal brand in the UK, exports to over 80 countries, and has manufacturing facilities in the UK and North America. The document aims to inform potential new hires about Weetabix and what it is like to work there.
StartcoFoods is a South African food producer subsidiary focused on grains, sugar, beverages, meat and wellness products. Their flagship product is a processed meat sausage sold under the Autumn brand. The company aims to produce quality nutritional products to benefit customers while creating shareholder value through ethical business practices and community development. They plan to partner with raw material producers, distributors and exporters to establish manufacturing and grow through brand activation.
Parle -G BISCUIT(G FOR GENIUS) - A NICE BRANDSHISHIR MAURYA
This document provides an overview of the Indian biscuit industry and a profile of Parle Products Pvt Ltd, a major player in the industry. Some key points:
- Parle has over 35% market share and is the largest biscuit manufacturer in India. It was established in 1929.
- A SWOT analysis identifies Parle's strengths as its diversified product range and extensive distribution network, while weaknesses include dependence on its flagship Parle-G brand and increasing production costs.
- Research found that when Parle-G raised its prices, customers switched to competitor Tiger biscuits, since Parle-G has highly price sensitive customers.
- Suggestions to help Parle sustain its
Sunshine Bakery is a new private bakery company being established in Gokwe, Zimbabwe by four partners. The business plan outlines the company's objectives to become a leading supplier of bread and bakery products to local retailers, schools, and businesses in the area. Startup costs are estimated at $7,000 with additional funding of $2,000. The bakery will offer breads, cakes, doughnuts, biscuits and sandwiches. Pricing strategies include low introductory prices to gain market share followed by cost-based and competitive pricing. Sales are forecast to increase by 30% in year two and 50% in year three as the bakery seeks to meet unfulfilled demand in the local
This document presents a business plan for Shaify's Chips SDN.BHD, a company that produces homemade chips. It includes details about the company background, products, target market, financial projections, and SWOT analysis. Specifically, it outlines the company's mission to guarantee quality and customer satisfaction, lists 10 chip products and their prices, predicts increasing annual sales from RM48,000 to RM65,000 from 2013-2015, and identifies strengths such as demand for healthy snacks, and weaknesses like a limited flavor variety.
The document provides an overview of the educational components and opportunities for members of the UCREC (University of Chicago Real Estate Council) for Winter 2010. It includes information on finance basics, REITs (Real Estate Investment Trusts), company presentations, mentoring opportunities, and accomplishments from Fall 2009. Some key events mentioned are a presentation from Bank of America on February 1st and the hosting of a real estate case competition in 2011.
Australian Food and Farming Market Price Report Corey Hulls
Why invest in agriculture amid market uncertainty, the impact of Covid-19 on the economy, and on lamb and agriculture and the market outlook for sheep farming in Australia
Team Enlightened visited Kazi Agro & Malta Fruit Farm on August 15, 2023. The farm specializes in products like poultry, eggs, fish, Malta oranges, and spans 50 acres. It employs over 50 people and is committed to sustainable practices. While operating in a duopoly market, the firm focuses on sustainability and market expansion to drive future growth.
The annual report summarizes the 2014-15 season as a ground breaking year for Westland Milk Products. Key highlights included establishing the company's first offshore entity in China, beginning construction of a new UHT facility, and value added products contributing 19.6 cents to the payout. The Chairman's report notes that it was a challenging year due to low global dairy prices, but that the company remains focused on its strategy of adding value to milk and reducing reliance on commodities. This strategic shift is aimed at ensuring a sustainable, profitable future for shareholders.
The document summarizes a food and drink seminar that took place on December 9th, 2010 in Gloucestershire. The agenda included introductions, case studies from local food companies, and presentations on exporting, environmental support resources, and developing a successful brand. UKTI and Business Link representatives discussed the services and support they provide to help businesses grow internationally and improve resource efficiency. A case study highlighted how the IYRE project helped a brewery reduce costs through efficiency improvements. The seminar aimed to provide local food and drink companies opportunities to learn from each other and access strategic support to help their businesses grow.
To find the way by which coco could be produced in Bangladesh. We will be able to coco produced in Bangladesh and able to manufacture it with lowest possible coast .
Australian Dairy Farmers (ADF) is the national policy and advocacy body for Australian dairy farmers. This annual report provides an overview of ADF's activities and achievements in the 2014/2015 financial year. Key highlights included the successful negotiation of a dairy-positive China-Australia Free Trade Agreement that will eliminate tariffs on dairy exports to China over 10 years, as well as initiatives in the Agricultural Competitiveness White Paper to address imbalance of power between retailers and suppliers. ADF continued advocating on issues such as market access, natural resources management, and animal health and welfare to improve the profitability and sustainability of the Australian dairy industry.
Initially formed to cater for a music festival in 2007, Argyll Food Producers is now one of the country’s most recognised brands, serving up the best the west has to offer.
This document provides an overview of doing business in Australia, with a focus on opportunities in Queensland. It discusses Australia's strong economic performance and proximity to fast-growing Asian markets. Several case studies are presented on Scottish companies that have successfully expanded into the Australian market, highlighting both challenges and opportunities. The document also outlines various government initiatives and industry sectors with potential for further investment and trade between Scotland and Australia.
This document discusses mission statements, strategic visions, and organizational culture and values for farming businesses. It provides examples of missions and visions from various farms. A mission describes a farm's priorities and focus, while a vision describes the desired future state. Key aspects of effective missions are that they are concise, clear, and exciting. Strategic visions should describe goals for 5-10 years in the future. Organizational culture and values are important for unifying employees and attracting talent. Values statements should be developed by all levels of employees and prominently displayed.
The document discusses opportunities for Scottish companies in Dubai. It provides an overview of Dubai's economy and trade relationship with the UK. Major projects in Dubai like Expo 2020 are highlighted as opportunities. The document then discusses various options for doing business in Dubai, including using agents/distributors, establishing a representative office, forming a limited liability company or joint venture, and operating within a free trade zone. Key issues like having a Middle East strategy and taking legal advice are also emphasized. Overall, the document aims to outline the business landscape in Dubai and options for Scottish companies to engage in the lucrative market.
Why plan for growth and change, when it seems so much easier to simply react?
When there is a distinct and shared vision for your community - when residents, businesses and local government anticipate a sustainable town with cohesive and thriving neighborhoods - you have the power to conserve your beautiful natural spaces, enhance your existing downtown or Main Street, enable rural areas to be productive and prosperous, and save money through efficient use of existing infrastructure.
This is the dollars and sense of smart growth.
Success is clearly visible in Maine, from the creation of a community-built senior housing complex and health center in Fort Fairfield to conservation easements creating Forever Farms to Rockland's revitalized downtown. Communities have options. We have the power to manage our own responses to growth and change.
After all, “Planning is a process of choosing among those many options. If we do not choose to plan, then we choose to have others plan for us.” - Richard I. Winwood
And in the end, this means that our children and their children will choose to make Maine home and our economy will provide the opportunities to do so.
The Summit offers you a wonderful opportunity to be a part of the transformative change in Maine that we’ve seen these gatherings produce. We encourage you to consider the value of being actively involved in growing Maine’s economy and protecting the reasons we choose to live here.
Steve Morrow is an experienced company director who has held 12 non-executive directorships over the past 10 years, including 8 as chairman. He has over 35 years of experience in agribusiness, including serving as CEO for 4 different companies. His areas of expertise include agribusiness, banking, manufacturing, and food processing. Currently he sits on the boards of 4 companies, 2 as chairman, and represents a US pension fund in Australia.
Annual Meetings are a speciality of Real World and its sister companies report and Streamit. We work closely with the great team at Dairy to help craft the messages to Australian dairy farmers represented by Dairy Ausytralia.
Real World design the visuals ground up from the script supplied and also direct the show on the day to the audience of 400.
The ultra-wide 3:1 format is to accommodate a special screen we use in that venue because of low ceiling height and use of a stage to seat the directors. The low height, but extra width of the screen allows for the same screen real estate as a traditional 16:9 or 4:3 screen and adds a 'cinematic' aspect to the content. Event design, management and direction is a 20 year speciality for Real World.
We also webcast the event via our Streamit brand.
http://ireport.com.au
http://streamit.net.au
Peter Marsh & Sons Ltd has been trading since 1837 and will be entering its 178th year of business in 2015. The company is still owned by the Marsh Family, with Simon Marsh being Chairman, and his son Peter being Chief Executive since 2001. This family lead and professional management approach has allowed the company to survive and prosper with the business model standing the test of time and proving to be successful.
This document outlines a business plan for marketing and selling dry fruits from Gilgit-Baltistan. The plan introduces the region's potential for natural and indigenous dry fruits and other products. It aims to utilize local resources, provide easy access to these natural tastes, improve export, and offer high quality affordable products while increasing cultural interaction. Objectives are to be clearly defined and a plan made to measure progress. Initial costs are estimated at Rs 6,91,000. Various dry fruits are listed with costs. Categories include almonds, walnuts, apricot kernels, dried apricots, and kilao. Risks include seasonal demand fluctuations and poor packaging. Strengths are high quality local products available year-round. We
Cafédirect PLC is a coffee and tea manufacturing company based in London, UK that focuses on fair trade. It works with over 250,000 smallholder farmers in 11 countries. Cafédirect's mission is to strengthen the income and livelihoods of producer partners in developing countries through fair pricing and direct trade. The company offers a range of coffee, tea, and drinking chocolate products. It has experienced steady growth in recent years through marketing investments and quality improvements with farmers.
Taste Of Ireland - Green Box Irish food showcase goes down a treat in Dubai -fareshassouna
The document summarizes a trade mission to the Gulf States led by the Irish Minister for Agriculture, Food and the Marine, Simon Coveney. Key points include:
- The mission concluded with a banquet in Dubai where Coveney spoke about opportunities for Irish food producers in the growing Gulf market.
- Major investment announcements were made by Kerry Group and Irish Dairy Board in the region.
- Coveney met with over 35 Irish agri-food and technology companies and senior political and business leaders across multiple countries to help open doors for business opportunities.
- The minister was satisfied the mission achieved its goals of building Ireland's profile, developing relationships, and opening doors for Irish companies in
This paper reviews the challenges facing Indonesia's self-sufficiency programme. It analyses the determinants of change in relative demand for imported beef by using the Vector Error Correction Model (VECM) based on annual data from 1992 to 2010. It also investigates the long-run relationships between relative domestic price and relative import quantity to predict the impact of decreased reliance on imported beef using Impulse Response Functions (IRFs). The results suggest that increased income in Indonesia is associated with increased relative
demand for imported beef. A shock in relative import quantity, as a result of a government decision to cut beef import quotas, for example, would have long-term impacts on relative domestic price.
The document discusses South Australia's unique food system and the government's decision to extend the moratorium on genetically modified grain production until 2019. It notes that preserving uniqueness through differentiated food production is important for South Australia's economy, particularly in integrating food and tourism. However, information is lacking about GM grain for stakeholders and consumers. The moratorium provides time to better understand the impacts and value of GM grain within South Australia's food system.
More Related Content
Similar to Investment Brief for Woodlands Hill Grain.
Australian Food and Farming Market Price Report Corey Hulls
Why invest in agriculture amid market uncertainty, the impact of Covid-19 on the economy, and on lamb and agriculture and the market outlook for sheep farming in Australia
Team Enlightened visited Kazi Agro & Malta Fruit Farm on August 15, 2023. The farm specializes in products like poultry, eggs, fish, Malta oranges, and spans 50 acres. It employs over 50 people and is committed to sustainable practices. While operating in a duopoly market, the firm focuses on sustainability and market expansion to drive future growth.
The annual report summarizes the 2014-15 season as a ground breaking year for Westland Milk Products. Key highlights included establishing the company's first offshore entity in China, beginning construction of a new UHT facility, and value added products contributing 19.6 cents to the payout. The Chairman's report notes that it was a challenging year due to low global dairy prices, but that the company remains focused on its strategy of adding value to milk and reducing reliance on commodities. This strategic shift is aimed at ensuring a sustainable, profitable future for shareholders.
The document summarizes a food and drink seminar that took place on December 9th, 2010 in Gloucestershire. The agenda included introductions, case studies from local food companies, and presentations on exporting, environmental support resources, and developing a successful brand. UKTI and Business Link representatives discussed the services and support they provide to help businesses grow internationally and improve resource efficiency. A case study highlighted how the IYRE project helped a brewery reduce costs through efficiency improvements. The seminar aimed to provide local food and drink companies opportunities to learn from each other and access strategic support to help their businesses grow.
To find the way by which coco could be produced in Bangladesh. We will be able to coco produced in Bangladesh and able to manufacture it with lowest possible coast .
Australian Dairy Farmers (ADF) is the national policy and advocacy body for Australian dairy farmers. This annual report provides an overview of ADF's activities and achievements in the 2014/2015 financial year. Key highlights included the successful negotiation of a dairy-positive China-Australia Free Trade Agreement that will eliminate tariffs on dairy exports to China over 10 years, as well as initiatives in the Agricultural Competitiveness White Paper to address imbalance of power between retailers and suppliers. ADF continued advocating on issues such as market access, natural resources management, and animal health and welfare to improve the profitability and sustainability of the Australian dairy industry.
Initially formed to cater for a music festival in 2007, Argyll Food Producers is now one of the country’s most recognised brands, serving up the best the west has to offer.
This document provides an overview of doing business in Australia, with a focus on opportunities in Queensland. It discusses Australia's strong economic performance and proximity to fast-growing Asian markets. Several case studies are presented on Scottish companies that have successfully expanded into the Australian market, highlighting both challenges and opportunities. The document also outlines various government initiatives and industry sectors with potential for further investment and trade between Scotland and Australia.
This document discusses mission statements, strategic visions, and organizational culture and values for farming businesses. It provides examples of missions and visions from various farms. A mission describes a farm's priorities and focus, while a vision describes the desired future state. Key aspects of effective missions are that they are concise, clear, and exciting. Strategic visions should describe goals for 5-10 years in the future. Organizational culture and values are important for unifying employees and attracting talent. Values statements should be developed by all levels of employees and prominently displayed.
The document discusses opportunities for Scottish companies in Dubai. It provides an overview of Dubai's economy and trade relationship with the UK. Major projects in Dubai like Expo 2020 are highlighted as opportunities. The document then discusses various options for doing business in Dubai, including using agents/distributors, establishing a representative office, forming a limited liability company or joint venture, and operating within a free trade zone. Key issues like having a Middle East strategy and taking legal advice are also emphasized. Overall, the document aims to outline the business landscape in Dubai and options for Scottish companies to engage in the lucrative market.
Why plan for growth and change, when it seems so much easier to simply react?
When there is a distinct and shared vision for your community - when residents, businesses and local government anticipate a sustainable town with cohesive and thriving neighborhoods - you have the power to conserve your beautiful natural spaces, enhance your existing downtown or Main Street, enable rural areas to be productive and prosperous, and save money through efficient use of existing infrastructure.
This is the dollars and sense of smart growth.
Success is clearly visible in Maine, from the creation of a community-built senior housing complex and health center in Fort Fairfield to conservation easements creating Forever Farms to Rockland's revitalized downtown. Communities have options. We have the power to manage our own responses to growth and change.
After all, “Planning is a process of choosing among those many options. If we do not choose to plan, then we choose to have others plan for us.” - Richard I. Winwood
And in the end, this means that our children and their children will choose to make Maine home and our economy will provide the opportunities to do so.
The Summit offers you a wonderful opportunity to be a part of the transformative change in Maine that we’ve seen these gatherings produce. We encourage you to consider the value of being actively involved in growing Maine’s economy and protecting the reasons we choose to live here.
Steve Morrow is an experienced company director who has held 12 non-executive directorships over the past 10 years, including 8 as chairman. He has over 35 years of experience in agribusiness, including serving as CEO for 4 different companies. His areas of expertise include agribusiness, banking, manufacturing, and food processing. Currently he sits on the boards of 4 companies, 2 as chairman, and represents a US pension fund in Australia.
Annual Meetings are a speciality of Real World and its sister companies report and Streamit. We work closely with the great team at Dairy to help craft the messages to Australian dairy farmers represented by Dairy Ausytralia.
Real World design the visuals ground up from the script supplied and also direct the show on the day to the audience of 400.
The ultra-wide 3:1 format is to accommodate a special screen we use in that venue because of low ceiling height and use of a stage to seat the directors. The low height, but extra width of the screen allows for the same screen real estate as a traditional 16:9 or 4:3 screen and adds a 'cinematic' aspect to the content. Event design, management and direction is a 20 year speciality for Real World.
We also webcast the event via our Streamit brand.
http://ireport.com.au
http://streamit.net.au
Peter Marsh & Sons Ltd has been trading since 1837 and will be entering its 178th year of business in 2015. The company is still owned by the Marsh Family, with Simon Marsh being Chairman, and his son Peter being Chief Executive since 2001. This family lead and professional management approach has allowed the company to survive and prosper with the business model standing the test of time and proving to be successful.
This document outlines a business plan for marketing and selling dry fruits from Gilgit-Baltistan. The plan introduces the region's potential for natural and indigenous dry fruits and other products. It aims to utilize local resources, provide easy access to these natural tastes, improve export, and offer high quality affordable products while increasing cultural interaction. Objectives are to be clearly defined and a plan made to measure progress. Initial costs are estimated at Rs 6,91,000. Various dry fruits are listed with costs. Categories include almonds, walnuts, apricot kernels, dried apricots, and kilao. Risks include seasonal demand fluctuations and poor packaging. Strengths are high quality local products available year-round. We
Cafédirect PLC is a coffee and tea manufacturing company based in London, UK that focuses on fair trade. It works with over 250,000 smallholder farmers in 11 countries. Cafédirect's mission is to strengthen the income and livelihoods of producer partners in developing countries through fair pricing and direct trade. The company offers a range of coffee, tea, and drinking chocolate products. It has experienced steady growth in recent years through marketing investments and quality improvements with farmers.
Taste Of Ireland - Green Box Irish food showcase goes down a treat in Dubai -fareshassouna
The document summarizes a trade mission to the Gulf States led by the Irish Minister for Agriculture, Food and the Marine, Simon Coveney. Key points include:
- The mission concluded with a banquet in Dubai where Coveney spoke about opportunities for Irish food producers in the growing Gulf market.
- Major investment announcements were made by Kerry Group and Irish Dairy Board in the region.
- Coveney met with over 35 Irish agri-food and technology companies and senior political and business leaders across multiple countries to help open doors for business opportunities.
- The minister was satisfied the mission achieved its goals of building Ireland's profile, developing relationships, and opening doors for Irish companies in
Similar to Investment Brief for Woodlands Hill Grain. (20)
This paper reviews the challenges facing Indonesia's self-sufficiency programme. It analyses the determinants of change in relative demand for imported beef by using the Vector Error Correction Model (VECM) based on annual data from 1992 to 2010. It also investigates the long-run relationships between relative domestic price and relative import quantity to predict the impact of decreased reliance on imported beef using Impulse Response Functions (IRFs). The results suggest that increased income in Indonesia is associated with increased relative
demand for imported beef. A shock in relative import quantity, as a result of a government decision to cut beef import quotas, for example, would have long-term impacts on relative domestic price.
The document discusses South Australia's unique food system and the government's decision to extend the moratorium on genetically modified grain production until 2019. It notes that preserving uniqueness through differentiated food production is important for South Australia's economy, particularly in integrating food and tourism. However, information is lacking about GM grain for stakeholders and consumers. The moratorium provides time to better understand the impacts and value of GM grain within South Australia's food system.
Northern Growers is hosting a 'Thinkers in Residence' event on March 20th in Orroroo, South Australia to discuss new ideas for reducing financial pressures and personal stress faced by farmers dealing with tough soils, high input costs, and volatile grain markets. Presentations will be given by representatives from New Tech Fertilisers, Hi-Tech Ag Solutions, Unique Grain Management, and Eagle Vale Farming Systems on topics such as soil biodiversity, sustainability, optimizing rather than maximizing production, destination marketing, and a new initiative called Devotion Foods. Attendees are encouraged to RSVP by March 16th and submit any specific questions in advance.
On the back of 13+ years success, this year the University of Adelaide's Australian eChallenge has a launched a pilot eChallenge in Schools with 5 schools participating. If you would like to sponsor a prize for the eChallenge in Schools please DM me.
Record global harvests in 2013/14 have pushed down prices for cereals like maize and wheat. However, uncertainty in Ukraine has led to temporary price rises for these crops. While prices have been high and volatile since 2008, it now seems the markets may be reaching a new equilibrium as major drivers of change stabilize. Production responses to high prices, especially in developing countries, have accelerated world supply. If stability continues, proposals for radical market interventions may not be needed.
The National Food Brand initiative was launched in 2013 by the Department of Agriculture. Austrade was appointed to deliver a 2-year project that would develop a national food brand for Australia.
The National Food Brand initiative was launched in 2013 by the Department of Agriculture. Austrade was appointed to deliver a 2-year project that would develop a national food brand for Australia.
This document provides information about the South Australian Food Industry Awards Program, including eligibility requirements, categories, key dates, and the application and judging process.
Businesses located in South Australia that produce or manufacture food, with at least 50% of production in SA, can enter. There are categories for businesses with more than 15 employees and those with 15 or fewer. The program aims to recognize and celebrate outstanding individuals and businesses in the food industry. It includes an application period, site visits, announcement of finalists, and a gala dinner where winners are named. The rules for entry include deadlines, the online application process, and conditions for finalists.
Bowmans Intermodal - Australia's largest inland port is redefining logistics for Southern Australia. One of regional Australia's most significant projects for some years.
“THE END OF THE AGE OF ENTITLEMENT”
ADDRESS TO THE INSTITUTE OF ECONOMIC AFFAIRS LONDON 17 APRIL 2012
JOE HOCKEY MP
THE END OF THE AGE OF ENTITLEMENT
INSTITUTE of ECONOMIC AFFAIRS
LONDON
Submission to the Australian Government Agricultural Competitiveness White Paper – April 2014
Title: Addressing issues of competitiveness and food security for Australian wheat.
by Dr. John Williams
Executive Director, Food and Fibre Supply Chain Institute, PO Box 603 Werribee, Victoria 3030
M. +61 428 260549 Email. comm.trade@bigpond.com Web. www.institutefood.com
The document summarizes key findings from PwC's 17th Annual Global CEO Survey regarding Australian CEOs. It finds that while Australian CEOs are cautiously optimistic about short-term growth, they are less confident than global, Asia Pacific, and US peers about long-term prospects. Australian CEOs are most concerned with over-regulation and infrastructure issues. They have focused more on internal restructuring than deals, and their deals activity in Asia is lower than peers. Australian CEOs recognize technology as the biggest transforming trend but less than half have technology change programs. They need to better capitalize on opportunities in the growing Asian economy.
The Food and Beverage industry is optimistic about future growth in revenues and profits after surviving the global recession. Executives expect sales to increase over the next year, with a third anticipating growth over 10%. However, employment increases are expected to lag revenue and profit gains as companies focus on improving efficiency and controlling costs through automation and information technologies. While optimism exists, executives must balance investment in growth initiatives with strategies to minimize risks and maximize returns.
The document describes the World Co-operative Monitor project, which aims to collect economic, organizational, and social data on large cooperatives worldwide. It outlines the methodology used, including defining the population studied as cooperatives, mutuals, and related organizations. Key aspects of the methodology are developing a questionnaire to collect data directly from cooperatives and integrating existing cooperative databases. The document provides details on the indicators collected, including financial metrics like turnover, and the process of collecting and analyzing data to create a comprehensive database on the global cooperative economy.
The document is the 2010 report from the International Co-operative Alliance (ICA) identifying the largest 300 cooperatives in the world by revenue. It provides an overview of the cooperative sector's total revenue of $1.6 trillion, which would make it the 9th largest economy in the world. The report also includes breakdowns of revenue and rankings for the top 20 cooperatives in various industry sectors such as agriculture/forestry, banking/credit unions, and consumer retail.
World agricultural industry investment in export market development for grain.SOS Interim Management
The competitors reviewed collectively outspend the US on agri-food export promotion. The 12 countries studied spent an estimated $0.7 billion in public funds and $1.1 billion in industry funds for export promotion in 2011, totaling $1.8 billion. The EU alone spent over $800 million. In comparison, US public spending was $256 million and industry spending was $394 million for a total of $650 million in 2011. The EU allocated $360 million from central funds in 2011 for member state agricultural export promotion. Competition from other countries for international agricultural markets through export promotion programs is substantial.
The document provides background on Professor Andrew Fearne and summarizes his work as the Adelaide Thinker in Residence focusing on sustainable food and wine value chains in South Australia. It discusses value chain thinking and management. It also analyzes South Australia's food and wine value chains, identifying challenges and opportunities. Professor Fearne provides 5 recommendations: 1) developing a global thought leadership program, 2) generating integrated market intelligence, 3) developing a holistic food policy, 4) reviewing education and training for the industries, and 5) creating regional co-innovation clusters. The executive summary concisely outlines the key points covered in the full report.
The document analyzes innovation and productivity in the Australian grains industry. It develops a framework to evaluate the factors that determine a farmer's innovative capacity and willingness to innovate, and how innovation adoption influences farm productivity. The study uses data from ABARES farm surveys to empirically estimate how farm characteristics affect innovative effort and how innovation in turn impacts productivity.
This document outlines categories and competencies for 360-degree feedback surveys. It includes sections on strategic thinking, problem solving, change management, communication, conflict management, drive, judgement, risk management, and performance management. Each section lists specific behaviors and skills that feedback providers would rate the person on a scale.
This document analyzes factors that determine the success of value chains. It provides real-world examples of different types of value chains, including collaborative, coordinated, and cooperative chains. Five key requirements for effective value chain management are identified from these examples: 1) the attitude of participants, 2) ability to learn and adapt, 3) ability to acquire and act on knowledge, 4) adherence to principles, and 5) focusing on relationships rather than labels. The document concludes by comparing value chains and value chain roundtables, and discusses an Australian initiative to strengthen industry competitiveness through value chain research, training and consultations.
The E-Way Bill revolutionizes logistics by digitizing the documentation of goods transport, ensuring transparency, tax compliance, and streamlined processes. This mandatory, electronic system reduces delays, enhances accountability, and combats tax evasion, benefiting businesses and authorities alike. Embrace the E-Way Bill for efficient, reliable transportation operations.
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1. INVESTMENT BRIEF
Woodlands Hill Grain Pty Ltd ABN: 57 152 593 934 ACN: 152 593 934
Food
for the
Future For an Offer to raise a minimum $5 million by the
issue of Equity Partnership in Woodlands Hill Grain
2.
3. CORPORATE DIRECTORY
Directors
Bartyn Dall – Managing Director
Company Secretary
Bartyn Dall
Registered Office
O’Loughlin’s Lawyers
Level 2, 99 Frome Street
Adelaide, South Australia, 5000
Principal Place of Business
Woodlands Hill Grain Pty Ltd
363 Woodlands Hill Road
Kybunga, South Australia, 5453
Financial Advisor and Investigating Accountant
GK Business & Taxation Consulting
32 Oxford Terrace
Unley, South Australia, 5067
Solicitor to the Offer
Auditor
GK Business & Taxation Consulting
32 Oxford Terrace
Unley, South Australia, 5067
4. MANAGING DIRECTOR’S LETTER
Dear Investor.
On behalf of the Directors, it is my pleasure to introduce this Investment Brief to you and invite you to take
this unique opportunity to invest in Woodlands Hill Grain (WHG).
WHG will provide investors with direct exposure to Australia’s grain production and export industry and to
one of Australia’s most highly-regarded and diverse agricultural production regions.
WHG is seeking to raise a minimum of A$5, 000, 000 with the issue of an Equity Partnership.
The Company’s production operations and export projects are all located within a well-known agricultural
production region that includes close proximity to the Mid North Export Freight Hub. The Directors believe
that the Company’s activities have significant logistical and export advantages.
WHG’s primary objective is to actively grow Shareholder wealth by continuing to successfully develop and
expand the Company’s export potential. The Company initially plans to develop export markets for farm-
direct containerised grain.
The Company believes that South Australia is emerging as an important future contributor to world
food markets. Premium Food and Wine from our Clean Environment is one of the South Australian
Government’s Seven Strategic Priorities. WHG is well-placed to become a dynamic South Australian export
production and marketing company.
The Company will draw on the extensive grain production experience of its Directors and strategic mentors
to capitalise on the Company’s export potential.
The Directors are confident that the Company will successfully achieve its stated objectives and quickly
become a dynamic and exciting Australian grain export business.
In the words of Facebook Founder Mark Zuckerberg, “we are here to build something for the long term.
Anything else is a distraction.”
I commend this Equity Partnership to you and look forward to welcoming you as a Shareholder.
Bartyn Dall
Managing Director
5. WELCOME
Welcome
Welcome to Woodlands Hill Grain, home of the Sunset
Plains range of premium grain products fresh from the Mid
North of South Australia.
Safe and healthy grain exported direct from our farm.
It is our history, tradition and culture that give our
international customers the best relationship with
Woodlands Hill Grain.
A dynamic and exciting
South Australian export
grain production and
marketing company.
6. Equitypartnership
To reach its next major milestone Woodlands Hill Grain is seeking to raise funding of A5$ million as an
Equity Partnership in the business.
The successful investor will become part-owner in the primary production and grain exporting business.
This includes entitlement to board and management decisions and a proportion of distributable profits.
It is a key criterion that interested investors have an existing business involved in the importing, distribution
and / or processing of grain products and is located within an international destination market other than
Australia.
Our promise
Full Financial Prospectus including capital land purchase is available upon request from interested investors.
Financial goals for export trading are:
DETAILS OF THE OFFER
Project Year Quantity Exported Gross Value Margin Profit Total
1 1000mt $500,000 15% $75,000
2 3000mt $1,500,000 15% $225,000
3 5000mt $2,500,000 15% $375,000
4 7500mt $3,200,000 15% $480,000
5 9500mt $4,300,000 15% $645,000
Expenditure plansanduseoffunds
The budget expenditure figures for WHG for the first 5 years are:
Plant & Equipment
- Export
Plant & Equipment –
Primary Production
Principal Debt
Consolidation
Land Acquisition /
Lease
TOTAL
Project Yr 5Project Yr 4Project Yr 3Project Yr 2Project Yr 1Activity
$500,000 $500,000
$350,000$400,000
$350,000
$600,000 $300,000
$1,000,000 $500,000 $500,000
$1,100,000 $800,000 $1,400,000 $850,000 $850,000
7. DETAILS OF THE OFFER
Uniquesolutiontoabig
problem
Woodlands Hill Grain is a South Australian vertically-integrated, farm-
direct export value-chain helping international customers of grain
products receive full advantage of niche marketing opportunities
within an uncertain globalised food system.
A farm-direct supply-partner relationship with Woodlands Hill Grain
means that international customers of grain products can reduce
supply-costs, at the same time differentiating their business by
exceeding the many expectations of local processors, wholesalers,
retailers and consumers in the areas of:
International customers can also provide a personal guarantee to
their market that all grain products supplied by Woodlands Hill Grain
have been grown using sustainable and environmentally-friendly
processes in the clean, natural environment of South Australia.
Woodlands Hill Grain was recently invited to attend an important trade
mission between the South Australian Government and the Fujian
Provincial Government of China.
The Woodlands Hill Grain farm-direct export project has also
been endorsed by the Honourable David Ridgeway MLC, Leader
of the Opposition in the Legislative Council and Shadow Minister
Agriculture, Primary Industries, Food & Wine, Forests and Fisheries.
consistency transparency traceability
quality
assurance
health & safety experience, organic No GMO
Taking full
advantage
of unmet
demand within
an uncertain
global food
system.
8. DETAILS OF THE OFFER
Consolidation of the global food system has resulted in a lack of
transparency about how food is produced and in response consumers
are changing their purchasing behaviour.
Deregulation and consolidation of the global food system has
also been problematic for traditional importers and processors of
grain products, as they are now forced to deal with large trading
companies. It is common to hear that the quality and consistency
of grain traded across borders has declined significantly, since large
commodity traders have increased their control of the supply chain.
The reputation of the current system is low, with local importers
and processors preferring a close relationship with the person that
produced the grain products, so that they communicate their needs,
share experiences and have a better understanding of how grain is
produced.
Woodlands Hill Grain will use farm-direct supply partnerships to
improve the exchange of quality information in the process, reduce
supply-chain costs and allow international customers of grain
products to differentiate their business in local markets. This will
increase everyone’s profitability.
Painandopportunity
Woodlands Hill Grain is a shining example of how to solve an
emerging problem in the global food system.
Much of the world’s food supply is being consolidated and
commoditised by a small group of controlling mid-market
participants that prefer a large degree of separation between food
producers and consumers. To survive on small margins, food
producers are being forced into mono-crop, industrial production
models and this is causing socio-economic concerns and consumer
anxiety in the following areas:
› Volatility of the price and availability of food,
› Food safety and health,
› Trustworthiness and reputation of food industry,
› Decrease in quality,
› Disappearance of niche, high-quality brands,
› Unsustainable production methods,
› Cruelty to animals,
› Environmental contamination,
› Integration of GMO into the food system.
9. Eagertoworkwithyou
In response to these market pressures, Woodlands Hill Grain has
developed a business model that answers the needs of international
importers and processors and consumers alike. We have transformed
ourselves into a grain production business focused on international
customers and markets.
To do this we have created a vertically-integrated grain production,
processing, packing, marketing and export distribution business.
Woodlands Hill Grain has brought together all the elements of a
transparent export service that provides specialist grain production and
storage; cleaning, grading and processing and bagging and container
loading for overseas supply-partner customers.
The Woodlands Hill Grain closed-loop process cuts out expensive mid-
market participants and provides international customers with a farm-
direct regional link to the origin of supply. This ensures the highest
levels of consistency, traceability and safety because the product life-
cycle is quarantined within Woodlands Hill Grain.
Our solution is located on the doorstep of South Australia’s only inland
export intermodal hub and container terminal that provides a direct
link to Australia’s major ports. This strengthens our ability to provide a
flexible and consistent export service all year that meets the needs of
international customers on a just-in-time basis.
We are providing this solution because our investigation into this
opportunity discovered there are many international customers of grain
products that also want to establish a direct supply-partner relationship
with the original producers in the country of origin.
DETAILS OF THE OFFER
Focused on
customers
and markets
with increased
quality and
consistency.
Meaningful relationship
It is the goal of Woodlands Hill Grain to use this opportunity to demonstrate that the creation of supply-
partner relationships and strong value chains through vertical integration can fix many of the economic and
consumer issues facing international customers of grain products.
As middle-incomes quickly expand in most countries, there is an emerging trend that the purchasing
behaviour of these consumers is focused on the non-price characteristics of food. In order to provide this
information to consumers, local food processors need a direct relationship with the origin of their food
products. Currently, this demand is largely unmet.
Consequently, there is significant opportunity in Woodlands Hill Grain providing a farm-direct service to
international customers of grain products. This niche business model provides a distinctive set of benefits
and is unlikely to attract many competitors. As efficiency of scale increases, the business model will become
more profitable.
11. Competitive benefits
Woodlands Hill Grain is a divergent business model with a sustainable
advantage over its competitors, allowing it to quickly increase value for
the business and its shareholders. There are many synergies achieved
through vertically-integrating a niche value chain in the export grain
industry.
Farm-direct supply-partnerships have a cost advantage by removing
mid-market participants. This means grain products can be supplied
at a lower cost, at the same time increasing margins.
Farm-direct supply-partnerships also have a differential advantage by
using transparent information and communication about the grain
production process, to increase market value for food processors and
consumers of food products.
The Woodlands Hill Grain farm-direct business model implements a
unique value-creating strategy to meet the demand from consumers
to have more authentic information about how their food is produced.
Large competitors in the international grain production industry are
not meeting this demand.
The clear advantage of farm-direct supply-partner relationships is
trust.
Uniquemodel
Woodlands Hill Grain will provide a farm-direct supply-partner service
for international customers of grain products that includes specialist
grain production, storage, cleaning, processing, fumigation and
packing into to 20’ containers.
All products and processes of the operation will be quarantined within
Woodlands Hill Grain. This means we are flexible and responsive to
market needs.
Woodlands Hill Grain is located in the ‘neck’ of the natural logistics
funnel for agricultural products from South Australia. Export
containers are delivered to the shipping terminal a short distance away
that forms part of the Mid North Freight Zone.
Revenues are generated by international importers, processors and
distributors of grain products pulling demand through the value chain
because they are positively influenced by the system Woodlands Hill
Grain has developed.
DETAILS OF THE OFFER
Natural
logistics
advantage
for increased
leverage and
scale.
12. The farm-direct business model is modular and therefore cost-
controlled at each stage of the operation; but easily leverage-able and
scalable as the business grows. More land is leased or purchased to
increase the basic production of grain products. Various sections of the
storage, processing and packing operation can be individually removed
and replaced with increased capacity at any time.
Locating the product life-cycle at Woodlands Hill Grain means an
external site is not required and so the operation is capital efficient in the
following areas:
› Primary production,
› Transport & logistics,
› Storage & handling,
› Repairs and maintenance,
A critical measure used to evaluate how the business is performing will
be volume of grain processed and packed, as this is a key measure of
how grain production and international orders are progressing.
Woodlands Hill Grain expects to be processing several thousand tonnes
within 3 – 5 years. It is our goal to become South Australia’s largest
independent, vertically-integrated farm-direct grain marketing and
exporting business.
Strongengagement
The Woodlands Hill Grain farm-direct business model is supported by
the effective use of regional branding and provenance marketing so that
international customers of grain products can have a sense of place and
regional connection with the origin of supply.
Two brands have been established to achieve this:
› Sunset Plains › 100% Sunset Fresh
These brands have been positioned to make the following offering to
International customers:
› A strong story of region and provenance,
› High quality, natural and sustainable production,
› Premium, safe, healthy, high quality,
› Clean, natural, healthy growing environment,
› Pure, pristine and unique,
› Sense of culture, history and values,
› Transparency and communication,
› Sense of place and connection with origin.
100% Sunset Fresh sash-of-quality is the trust mark used by Woodlands
Hill Grain to deliver a personal message of quality and service.
DETAILS OF THE OFFER
› Power,
› Site development,
› Employees.
Sense-of-
place and local
connection for
international
customers.
13. Therewill be challenges
All investments involve risk. The business of the Woodlands Hill Grain
farm-direct business model involves agricultural production and
exporting and therefore contains a number of inherent compromises.
These are predominantly external to the business and can be realised
in a relatively short period of time.
The most significant risk is potential failed production or inconsistent
quality due to weather. Second is potential lack of container
availability in South Australia to pack orders.
Meetthe team
Woodlands Hill Grain is a specialist grain and fodder production
business backed by over 100 years of combined agricultural
experience.
The current management team of Bartyn and Dianne Dall are the 4th
generation to oversee the operations of Woodlands Hill Grain.
The managers of Woodlands Hill Grain have been an active
participant in the development of the South Australian export fodder
industry. Through their existing operations, the management team
at Woodland Hill Grain is experienced to understand what is required
to develop a niche export business. Management have observed the
development of a flourishing export marketing and logistics industry
in the Mid North of South Australia.
The current management team will help determine the likelihood of
success for Woodlands Hill Grain by contributing the following unique
qualifications and experience:
› Management of large-scale agricultural production systems and
machinery equipment,
› Metal fabrication, manufacturing and production,
› Finance and accounts management for large agribusiness,
› Employee management,
› Niche marketing.
DETAILS OF THE OFFER
14. The current management team are also using the principles of
good governance by establishing close working relationships with
external professional service providers to improve the performance of
Woodlands Hill Grain in the following areas:
› Agronomy,
› Banking,
› Finance and accounting,
› Marketing,
› Strategic development.
An external advisory group of professional mentors use their skills and
experience to provide strategic advice on the governance and future
development of Woodlands Hill Grain.
Overthehorizon
Future considerations beyond current grain production and exporting
include land, beef, lamb, wine, chicken meat and metal fabrication for
agribusiness and food production.
DETAILS OF THE OFFER