7026mkt_assignement2_marketing_plan_original unverpackt

Original Unverpackt 7026MKT Assignment 2, Part 2: International Marketing Report 10/24/2014 Mathilde Kluba & Kathleen Maher

of 27 M. Kluba & K. Maher

Executive Summary

Original Unvperakt (OU) began as business plan and with the support of the public over

100,000 Euros was raised in a crowdfunding campaign to open the first store in Berlin.

Original Uverpackt, which roughly translates to ‘Originally Unpacked’, has a waste-free

concept in its retail design and is a green/healthy food grocery store. It’s a prime example of a

social entrepreneurship.

Cutting down on waste by reducing packaging is a concept that countries worldwide would

benefit from. With this in mind, a detailed situational analysis has identified Australia as a

very viable international prospect for this European brand. Social, environment and

economical aspects of Australia has shown to be a benefit to OU. Socially and

environmentally, Australians have shown that they are big waste producers. Furthermore, the

environmental landscape provides an opportunity for growth.

The dedicated team are the driving force behind OU. However, there will be a need for

expansion of the corporate headquarters in order to service the setup of the initial ‘pilot’ store

in the chosen location. There are a number of sources of competition in Australia. Our

primary competition are traditional and established health food stores already in existence in

Australia. Secondary sources are the bigger supermarket chains, Woolworths & Coles as

examples, and other sources of organic or healthy food products such as Farmer’s Markets.

It is consumer perception that they would pay a premium for organic goods over standard

produce. Therefore, initially the demographic characteristics of our consumers are those with

a higher disposable income and therefore a higher budget to spend on food shopping. The

competitive advantage lies in the strength product philosophy. OU provides a sustainable and

quality alternative to supermarket shopping with a strong partnership with Australian organic

producers. Additionally, product range will be restricted as it has been in Germany. However,

market research and secondary research will allow OU to ascertain what to stock. This

becomes a key strength as it creates a sense of exclusivity with its suppliers. OU is a genuine

effort towards reducing waste without sacrificing on quality.


Original Unverpakt will go international via the “born global” entry mode. The company will

internationalize early in its life cycle with a foreign direct investment, which will provide a

high degree of control in the activity of the firm and the ability to better understand the

foreign market (in this case Australia). Original Unverpakt will launch a wholly owned

subsidiary for its first store in Australia via a spin-off from the parent company based in

Germany in order to keep as much control of the brand and the operations as possible.

Our primary marketing objective is to build the OU brand in Australia with a mind to make a

social impact. Building the brand will be measured by the number of raw visits to the store.

Our promotional strategies will also be a source of measureable objectives as a point of

measuring brand awareness. Social media will be an essential part of the promotional

activities and thus native analytics or social media analytics software, such as Social Sprout,

will allow us to quantify awareness through social media conversions. Secondly, the

marketing objective is to facilitate sales and reach a budget that will allow OU to exapand to

another city in which our target market resides.

The major objective for Original Unverpakt is to build awareness for its brand, social cause

and to change consumer behaviour regarding waste by offering a more sustainable option.

The global price of food available at original Unverpakt will lie under the premium prices of

traditional and existing health food stores thanks to good partnerships directly negotiated with

organic farmers businesses and manufacturers. The consumer will also save money because

of the absence of packaging which means less marketing costs, less product materials cost

and less cost from intermediaries such as packaging factory. Original Unverpakt supermarket

will be launched near the city of Brisbane, in a suburb with high income demographics,

concern for the environment and health conscious; Bulimba. Marketing budgets will have a

higher focus and therefore proportion of funds directed at digital marketing mediums.

However, traditional methods such as print, television commercials and public relations

pieces will be pursued approximately one week away from the grand opening of the store. ch

is Bulimba


Table of Contents 1.0 Situational Analysis ..................................................................................................................... 5

1.1 External Analysis ..................................................................................................................... 5

1.1.1 Social ............................................................................................................................... 5

1.1.2 Environmental ................................................................................................................. 6

1.1.3 Economical ...................................................................................................................... 6

1.1.4 Competition .................................................................................................................... 7

1.1.5 Customer ......................................................................................................................... 8

1.2 Internal Analysis ...................................................................................................................... 9

1.2.1 Company Analysis ........................................................................................................... 9

1.3 Summary of findings from Situation Analysis ....................................................................... 10

2.0 SWOT ANALYSIS ........................................................................................................................ 11

2.1 Strength................................................................................................................................. 11

2.2 Weakness .............................................................................................................................. 12

2.3 Opportunity ................................................................................................................................. 12

2.3 Threats .................................................................................................................................. 12

3.0 Market Entry Strategy ............................................................................................................... 13

4.0 Marketing Objectives ................................................................................................................ 13

4.1 Awareness ................................................................................................................................... 13

4.2 Revenue ...................................................................................................................................... 14

5.0 Marketing Mix Strategy ............................................................................................................ 14

5.1 Product .................................................................................................................................. 14

5.2 Price ...................................................................................................................................... 15

5.3 Distribution/Place ................................................................................................................. 15

5.4 Promotion ............................................................................................................................. 16

6.0 Reference List ............................................................................................................................ 16

APPENDIX A ........................................................................................................................................... 19

APPENDIX B ........................................................................................................................................... 20

APPENDIX C ........................................................................................................................................... 21

APPENDIX D ........................................................................................................................................... 22


APPENDIX E ........................................................................................................................................... 23

APPENDIX F ........................................................................................................................................... 25

APPENDIX G ........................................................................................................................................... 26


1.0 Situational Analysis

To better understand the Australian environment in which Original Unverpakt (OU) is going,

the following relevant elements of the PESTEL have been analysed: social, environmental

and economic. These three factors are the most significant for Original Unverpakt in its

expansion to Australia.

1.1 External Analysis

1.1.1 Social

A part of the Australian population has interests in organic products and good

for earth concepts. Eco-friendly shops already exist as well as organic

restaurants. Moreover, in Australia, households types are changing and lone-

person households and one-parent families are growing (Refer to Appendix A).

Food waste is a big concern in Australia, one of the main causes is food sold

in overweight packages, designed for large families or big eaters who no

longer have a reason to be (Refer to Appendix B). With the selling of bulk

food, all types of consumers can choose exactly the amount of food they want

to fulfil their needs. With the waste free supermarket people can buy enough,

rather than oversized packages of food that a part will be thrown away because

out of date.

Research conducted by NSW in 2011 shown that the size of food portions and

packages being too large was one of the main causes of food waste by 35%.

Furthermore, another big reason leading to waste is unawareness or

indifference towards this problem in Australia. The food provided by Original

Unverpakt is not processed and with minimal to no preservatives, which is

good for health and will fight nutrition and obesity problems that hit Australia.


1.1.2 Environmental

Australia is one of the highest waste producers in the world with 18 million

tonnes of waste per year (Australian Waste Policy, 2011). With its eco-

friendly concept, Original Unverpakt can follow the trend of reducing waste in

the country and follow the Australian Packaging Covenant which aims to

change the businesses culture to design sustainable packaging, increase

recycling and reduce packaging litter.

1.1.3 Economical

The world economic crisis did not have as debilitating impact in Australia as it

did around the world (Refer to Appendix C). People still have a good

purchasing power and unemployment rate is low (Refer to Appendix D). The

Agriculture, Fisheries and Forestry Foodmap report in 2012, stated that food

increase had increased (over the past 20 years) while incomes have risen 36

per cent (as cited by Ting, 2013).

The organic industry in Australia weighed $1.276bn in 2012, 10 to 15%

increase is hoped for 2014 if the trend stays the same as 2010 to 2012. In 2011,

1520 agricultural businesses were certified organic. On the side of the

consumers, in 2012 over one million Australians regularly purchased organic

and 65% of consumers purchase organic food occasionally. (Australian

Organic Market Report, 2012)

Furthermore, the National Association for Sustainable Agriculture Australia

estimates the Chinese market is worth up to $100million a year for Australian

Organic producers (Zonca, 2014). This suggests economies of scale allowing

for Australian consumers to take advantage of these prices.


1.1.4 Competition

There are a number of competitors for OU in Australia, however official

numbers are difficult to attain. Go Vita, a health store that was founded in the

1980s alone boasts 150 retail (Go Vita, 2014). Furthermore, Flannery’s, a

Queensland based natural food grocer has been established for over 20 years

(Flannery’s, 2014). This research suggests that natural health food stores could

run into the thousands and thus indicates that threat of new entry is high

overall.

There are a multitude of suppliers in Australia with a billion-dollar domestic

organic food market that is rapidly growing (Zonca, 2014), which places the

buyer at an advantegous position with ease of ability to substitute if needed.

Threat of substitution is also high with the preferred method of shopping by

consumers being to visit supermarkets (Refer to Appendix F). Buyer Power is

high with minimal costs to changing shopping habits and low price sensitivity.

Therefore, overall the competitive rivalry of this industry is mid to high. Based

on this analysis, the competitive strategy is to use a combination of

Differentiation and Focus. Our current sources of competition include

customer needs and industry competition.

There are primary and secondary competitors in the environment. Based on

similarity of product range and serves, primary competition includes

established traditional health food stores. Secondary sources of competition

stems from the similarities in products and potential customer values (concern

for eating sustainably produced products) but differ in their distribution

channels. These are: organic food markets, online shops & supermarkets that

now include organically certified food products.

Refer to Appendix E to view the positioning of Original Unverpakt in relation

to the competition. As a result of the analysis, the two variables that have been

chosen are: waste (environmental concern) & price (competition & customer


concern). Secondary competitors have been included because they can offer

substitute products however as noted, their distribution channels (including

store processes) are much different to Original Unvperkt.

1.1.5 Customer

Original Unverpakt is an alternative to the current offering for food shopping.

Customers are provided with a quality product and a means of shopping in a

way that assures them that they are not creating more waste. This is through

their ability to ‘buy as they need’ instead of overbuying which effectively

means consumers are throwing their money away as well creating more waste

which has an environmental impact.

Pacific Magazines conducted a three year research programs which assessed

Australia’s health trends (See Table 3.1 below). The top rated and third ranked

trends identified are a good definition of the type of customers in our segment:

Table 3.1: Australia’s Health & Well-Being Trends

Health Trend Description

Health Esteem Health has become aspirational, the country’s social currency. The trend manifests in social media as ‘healthies’ have become a badge of honour, testifying to personal health achievements.

Against (The Refined) Grain A movement towards a more natural state of being and eating. Wholefoods and organics are on the up; product claims are skewing towards product claims are skewing towards what is left out, as opposed to what ingredients are within

Source: http://www.sevenwestmedia.com.au/docs/default-source/business-unit-news/australia's-2013-health-report.pdf?sfvrsn=2


It is consumer perception that they would pay a premium for organic goods

over standard produce (Organic Food Buying Guide, 2007). Therefore,

initially the demographic characteristics of our consumers are those with a

higher disposable income and therefore a higher budget to spend on food

shopping. Appendix G highlights the type of area and average income

described.

1.2 Internal Analysis

1.2.1 Company Analysis

Original Unverpakt was founded by Sara Wolf and Milena Glimbovski. The

team behind the company are listed in the table below with their relevant

expertise described.

Details Expertise

Sara Wolf, Founder - Worked for Fair Trade. - High interest & love for

Food

Milena Glimbovski, Founder - Media Designer - Studied Communication in

Berlin. - Worked for Veganz- a

young vegan supermarket chain.

- Experience in food retailing as a result.

Sarah Pollinger - Studied Economics with experience in procurement.

Janina Steigerwald, Intern - Studied Economics with experience in procurement.

Lola Mora - Studied Economics with experience in procurement.


Original Unverpack was created in 2012, with a simple business plan that won

several prizes at the Berlin Business Plan-Competition (Original Unverpackt -

the supermarket without disposable packaging, n.d). The team were holders of

the SAP Social Impact Lab Scholarship for social businesses and used crowd

funding as their option to raise funds for the opening of the retail shop. They

were able to raise 114,689 Euros for the first store that opened in October, 2014.

The team behind the concept are small passionate women who have worked hard

and in collaboration with relevant authorities (for example, health authorities for

strict hygiene processes) to develop the processes for the store

(Glimbovski,2014).

1.3 Summary of findings from Situation Analysis The key corporate strength that can be identified is the growth of this concept as a

social entrepreneurship venture. In addition, the business plan itself has been

thoroughly reviewed and received professional commendation. The competitive

advantage lies in the strength product philosophy. OU provides a sustainable and

quality alternative to supermarket shopping with a strong partnership with Australian

organic producers. Additionally, product range will be restricted as it has been in

Germany. However, market research and secondary research will allow OU to

ascertain what to stock. This becomes a key strength as it creates a sense of

exclusivity with its suppliers. OU is a genuine effort towards reducing waste without

sacrificing on quality. This is further supported by the positioning of OU in relation

to its primary and secondary competitors.


2.0 SWOT ANALYSIS

2.1 Strength The strength of OU comes from its growth from a social entrepreneurship concept.

The team behind it are dedicated and committed to the cause and have already shown

consumer willingness to be a part of this concept through its crowd funding campaign.

Its product philosophy is also a strength as most health food shops will provide a large

array of products in their range, OU chooses to limit its product range with a promise

to its consumers on the best quality and sustainably (presumably organic) produced

food items. OU is deliberately minimising the noise and addressing possible cognitive

dissonance towards health food products by making it easy for consumers to shop.

•Threat of Substitution is high.

•Major players may become a factor (supermarket giants).

•OU provides a viable solution for decreasing waste but with benefits.

•Oppportunity for growth as a result of a strong econoomy.

•Size of the Company

•Social entrepreneurship concept

•Highly involved and dedicated company team

Strength Weakeness

ThreatsOpportunities


2.2 Weakness The obvious weakness is the scarce human resources at the company level. This may

make it difficult to manage the entry into the Australian market. While this could be

addressed with the appointment of additional team members, the on boarding and

induction processes could hinder time constraints. Another weakness is the company

and its brand will have low brand awareness in comparison to its direct competitors

who have been established for at least 20 years.

2.3 Opportunity Australia has been identified as a high waste producer. With environmental concerns

ever prevalent in the Australian media, Original Unverpakt is providing a solution for

a social issue but also servicing the consumer with value, quality and a unique

shopping experience with the ‘waste-free’ concept at its core.

There is also an opportunity for growth with Australia’s growing interest to

capitalise on export opportunities in China. This means that Australian consumers

could benefit from a reduction of cost should economies of scale come into play for

Australian producers. Thus, consumer price sensitivity will be addressed.

2.3 Threats The most significant threat stems from the low barriers of entry and more prominently

the threat of substitution. From observation, both supermarket giants have their own

organic ranges, however delivered in traditional packaging. If these supermarket

giants decide to make a concerted energy in to providing specialty organic food

offering this will be further threat to OU. Similar gravity delivery containers have

been witnessed a Woolworths inside the Carindale Shopping Centre. Furthermore, the

push to creating ‘shopping’ villages as evidenced by both Coles and Woolworths,

would mean a concept like OU could be identified as a strategic fit not only as a brand

extension but also a means of strengthening their brand image through their

environmental efforts.


3.0 Market Entry Strategy Original Unverpakt will go international via the “born global” entry mode. Indeed, the

company will internationalize early in its life cycle with a foreign direct investment which

will provide a high degree of control in the activity of the firm plus the ability to better

understand the foreign market in question. To have the best control, Original Unverpakt will

launch a wholly owned subsidiary for its first store in Australia via a spin-off from the parent

company based in Germany.

“A wholly owned subsidiary is a company whose common stock is 100% owned by the

parent company.” (Investopedia, 2014)

As it will be the first store in this country, the company needs to have control over the brand

image, the staff and the contributors (such as suppliers) to best reach its target consumers.

This entry strategy has also been chosen because of the nature of the product. The store

concept is the first of its kind (in terms of making a focus to reduce waste) in Australia which

indicated a higher need for monitoring.

The downside with the wholly owned subsidiary is the risk involved because of no

contingency from an Australian established company. To lower this risk, Original Unverpakt

has to show its resource-based advantages, its ability to achieve and sustain competitive

advantages. The company’s concept and way of shopping is its strength.

4.0 Marketing Objectives

4.1 Awareness

The major objective for Original Unverpakt is to build awareness for its brand, social cause

and to change consumer behaviour regarding waste by offering a more sustainable option.

The outcome can be measured through the increase of store visitors, calculated with an aim of

10% store traffic increase each month. Moreover, awareness is about promotion and

advertising, Original Unverpackt will have to reach a certain number of people depending on

the amount they spend on advertising in order to have a good return on investment. Heavy


promotion will be launched before the opening to promote the store and after that, the visitors

trend will be analysed to know if the company needs to launch another promotional campaign.

Awareness is calculated thanks to store visitors but can also be measured via the social media

activity of the group (as explained in detail further). Online awareness is also important for

the waste-free supermarket and can be measured with Facebook analytics, use of hash tags

and other analytics indicating people are talking about the concept.

4.2 Revenue The company has a second objective, more common, the increase of income, in order to

develop to other Australian cities. The first store in Germany opened thanks to 100 000 euros

which represents $150 000. The higher cost of living and prices in Australia are to be

considered.

Relying on the budget of other Australian start-ups building the same kind of business, health

food stores, the company will need around $250 000 to open. It takes into account, a small

initial stock purchase as all the products will have an expiration date; a point-of-sale system,

the running costs including staff and the location rent plus promotion for the opening.

According to the Complementary Healthcare Council of Australia (CHCA) a gross profit of

39% is a good return for a health food store. This means that if sales for the week are $10,000,

in 65 weeks, the shop will have the money to launch another store ($3,900 *65 = $253 500) if

they are doing well.

5.0 Marketing Mix Strategy

5.1 Product The product range of OU will work towards being as close to 100% Australian owned

and made (10% allowance if needed). Our guarantee is that the products we offer of

the best sustainable standards. This will largely indicate that the products are

organically made with organic methods said to be much kinder to the environment


than ‘mainstream’ methods of farming (Organic food buying guide, 2007). This

strategy not only is in line with our core beliefs, it also provides us with a strategic

advantage both consumers and our suppliers. From our consumer’s point of view we

are supporting Australian suppliers and therefore economy and being true to our brand.

For our suppliers, we are an outlet for them and a possible means of creating revenue

by cutting their packaging costs.

5.2 Price The global price of food available at original Unverpakt will lie under the premium

prices of traditional and existing health food stores thanks to good partnerships

directly negotiated with organic farmers businesses and manufacturers. The consumer

will also save money because of the absence of packaging which means less

marketing costs, less product materials cost and less cost from intermediaries such as

packaging factory. It will be an advantage compared to the competition which is

selling mostly products coming with packaging. Moreover, the waste-free concept

will allow less wage expense with the reduced need for picking and packing stock for

example.

5.3 Distribution/Place Original Unverpakt supermarket will be launched near the city of Brisbane, in a

suburb with high income demographics, concern for the environment and health

conscious; which is Bulimba. It is located just from one ferry ride from Teneriffe and

New Farm suburbs that have quite similar population demographics with young

professionals and high interest in food (as representative of existing food outlets in

these areas).

In order to satisfy its target market the supermarket will resolve known retail

consumer grievances such as ease of parking, easy access to the shop and high

customer service standards. To respect state and local council planning laws that

don’t allow supermarkets to open in residential zones for example, the waste-free

concept will open its doors in a retail zone near other shops.


The distribution channel will be indirect because Original Unverpakt is the

intermediary between the manufacturer and the consumer. It will still be a short

channel as it concerns food which is perishable. As the product sold is a concept and a

service, not a classic processed product, the distribution scope and channel control

needs to be adapted. Original Unverpakt will work closely with organic food retailers

and manufacturers through partnership. As the organic industry in Australia is

growing, the company will have the choice between partners to sign contracts with

and make win-win agreements.

5.4 Promotion Marketing budgets will have a higher focus and therefore proportion of funds directed

at digital marketing mediums. However, traditional methods such as print, television

commercials and public relations pieces will be pursued approximately one week

away from the grand opening of the store. Print advertising will consist of

advertisements in magazines with relevant subject matter (for example, Good Health)

and also in mainstream magazines (for example, Woman’s Day) so as to increase

return on investment in terms of exposure. Social media platforms, content marketing

through the use of reputable and highly ranked bloggers will be utilised following the

initial drive. Furthermore, video content will be a key component with video ads and

v-logging strong trends in consumer use on the internet.

6.0 Reference List

Bhardwaj, V., Eickman, M. & Runyan, R. (2011): A case study on the internationalization

process of a “born-global” fashion retailer, The International Review of Retail,

Distribution and Consumer Research.

Bowling, D. (2013). Waste not, want not: how packaging can help tackle food waste.

Retrieved from: http://www.foodmag.com.au/features/waste-not-want-not-how-

packaging-can-help-tackle-f

http://www.foodmag.com.au/features/waste-not-want-not-how-packaging-can-help-tackle-f

http://www.foodmag.com.au/features/waste-not-want-not-how-packaging-can-help-tackle-f


Foodwise. Fast Facts on Food Waste. Retrieved from:

http://www.foodwise.com.au/foodwaste/food-waste-fast-facts/

Glimbovski, M. (Founder). (2014). Retrieved from:

http://www.youtube.com/watch?v=W3Gu4qTvbJU

Hammond, M. (2011). Health food store. Retrieved from:

http://www.startupsmart.com.au/planning/health-food-store/201101111302.html

Lewis, P. (2014). Australia’s economy is healthy, so how can there be a budget crisis?

Retrieved from: http://theconversation.com/australias-economy-is-healthy-so-how-

can-there-be-a-budget-crisis-26036

Monk, A., Mascitelli, B., Lobo, A., Chen, J. & N. Bez. (2012). Australian Organic Market

Report. BFA Ltd, Chermside, Brisbane, Australia. Retrieved from:

http://austorganic.com/wp-content/uploads/2013/09/Organic-market-report-2012-

web.pdf

Ting, I. (2013). How Australia eats: The ultimate pie chart. Retrieved from:

http://www.goodfood.com.au/good-food/food-news/how-australia-eats-the-ultimate-

pie-chart-20131102-2wstm.html

Zonca, C. (2014). Jessica Rudd in the race to sell Australian organic produce to China.

Retrieved from: http://www.radioaustralia.net.au/international/2014-09-26/jessica-

rudd-in-the-race-to-sell-australian-organic-produce-to-china/1372875

Australia’s new wave of health & wellbeing trends revealed. (2013). Retrieved from:

http://www.sevenwestmedia.com.au/docs/default-source/business-unit-

news/australia's-2013-health-report.pdf?sfvrsn=2

Organic food buying guide. (2007). Retrieved from: http://www.choice.com.au/reviews-and-

tests/food-and-health/food-and-drink/organic-and-free-range/organic-

food.aspx#ixzz3GqsAd26O

Original Unverpackt - the supermarket without disposable packaging, (n.d). Retrieved from:

https://socialimpactfinance.startnext.de/original-unverpackt



http://www.youtube.com/watch?v=W3Gu4qTvbJU

http://www.startupsmart.com.au/planning/health-food-store/201101111302.html

http://theconversation.com/australias-economy-is-healthy-so-how-

http://theconversation.com/australias-economy-is-healthy-so-how-





http://www.radioaustralia.net.au/international/2014-09-26/jessica-

http://www.radioaustralia.net.au/international/2014-09-26/jessica-



http://www.choice.com.au/reviews-and-

http://www.choice.com.au/reviews-and-


Australian Institute of Family Studies.(2011). Family Facts and Figures: Australian

households. Retrieved from:

https://aifs.gov.au/institute/info/charts/households/index.html

Flannery’s. Retrieved from: http://flannerys.com.au/

Investopedia. Retrieved from:

http://www.investopedia.com/terms/w/whollyownedsubsidiary.asp

Go Vita. Retrieved from: http://www.govita.com.au/about-us/our-story/

National Farmers’ Federation. (2012). Farm Facts. Retrieved from:

http://www.nff.org.au/farm-facts.html



http://flannerys.com.au/

http://www.govita.com.au/about-us/our-story/

http://www.nff.org.au/farm-facts.html


APPENDIX A

Figure 1: Average household size, 1911-2011, ABS 2011 Census.


APPENDIX B

Figure 2: 2009-2011 data, Food Waste Avoidance Benchmark Study’ by NSW and ABS 2011 Census

about households.


APPENDIX C

Figure 3: Australia GDP per capita PPP, tradingeconomics.com, World Bank.


APPENDIX D

Figure 4: Unemployment rate, OECD, 2013.


APPENDIX E

LOW WASTE

HIGH PRICE LOW PRICE

HIGH WASTE

Figure 1.14: Positioning Map


KEY:

(ONLINE Store)


APPENDIX F

Supermarket Market Share in Australia

SOURCE: http://www.businessinsider.com.au/chart-aldi-is-australias-third-largest-

supermarket-chain-and-growing-2014-2

http://www.businessinsider.com.au/chart-aldi-is-australias-third-largest-supermarket-chain-and-growing-2014-2

http://www.businessinsider.com.au/chart-aldi-is-australias-third-largest-supermarket-chain-and-growing-2014-2


APPENDIX G


Table 6. TOP AVERAGE TOTAL INCOMES, Queensland, 2005-06 to 2010-11(a)

2005-06 2010-11 Average annual growth rate

2005-06 to 2010-11 Broad region Top 5 SA2s(a) $ $ %

Greater Brisbane

GCCSA

Ascot 74 219 96 281 5.3

Hamilton Bardon

74 127 58 989

95 911 81 461

5.3 6.7

Bulimba 55 862 80 547 7.6

Hawthorne 55 695 80 220 7.6

Greater Brisbane

GCCSA

40 575 52 016 5.1

Rest of Queensland Moranbah 61 235 83 257 6.3

Broadsound-Nebo 54 578 71 435 5.5

Central Highlands-

East 54 753 67 288 4.2

Emerald 48 413 63 894 5.7

Shoal Point-Buscasia 48 361 63 748 5.7 Rest of Queensland

36 469 46 269 4.9 Queensland

38 454 49 057 5.0

7026mkt_assignement2_marketing_plan_original unverpackt

Documents

ou brand

case australia

maher original unverpakt

food shopping

sources of organic

original unverpackt

original uverpackt

secondary sources