<\/a><\/p>\n

The produce branding model used by the agricultural so called marketing programs run by industry bodies all\u00a0 fail the basic test of being consumer centric. Generally they are retailer centric, using grower levies to fund discounts, and sometimes display space, never brand building. ”
\n“Australian tomatoes” is not a brand, it is simply a description.<\/p>\n

Besides, the major retailers are exercising their control of the supply chain by not allowing proprietary brand building marketing anywhere near their stores.<\/p>\n

The major retailers hold varying shares of produce categories. I suggest that hard vegetables like potatoes and carrots are in line with their overall share of around 75%, but their share of sensitive, seasonal fruit is probably more like 40%, with everything else falling somewhere in between. Where they fall depends on the “commodity” status of the produce, and consumers view of the trade-off between convenience and freshness, taste, and the more subjective things like customer service and product provenance.<\/p>\n

Sydney Harvest is determinedly consumer<\/a> centric. It is an evolving\u00a0 business model that creates a collaboration between the best growers in the Sydney Basin ands specialist produce retailers<\/a> in Sydney to deliver field fresh, best quality, provenance assured produce to discriminating consumers, turning the usual supply chain into a demand<\/a> chain.<\/p>\n

Currently in pilot, the initiative is setting out to determine if there is a market in the niche, as there is certainly a niche in the market for such a collaboration.<\/p>\n","protected":false},"excerpt":{"rendered":"

The produce branding model used by the agricultural so called marketing programs run by industry bodies all\u00a0 fail the basic test of being consumer centric. Generally they are retailer centric, using grower levies to fund discounts, and sometimes display space, never brand building. ” “Australian tomatoes” is not a brand, it is simply a description. […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[57258970,14526,175,13879,7094,10585],"tags":[14572,4983686,8260,18547347,1214,13274666,57258963,57258966,56490,17010,6636],"aioseo_notices":[],"jetpack_featured_media_url":"","jetpack-related-posts":[],"jetpack_shortlink":"https:\/\/wp.me\/p5fjXq-18T","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/posts\/4395"}],"collection":[{"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/comments?post=4395"}],"version-history":[{"count":3,"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/posts\/4395\/revisions"}],"predecessor-version":[{"id":4400,"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/posts\/4395\/revisions\/4400"}],"wp:attachment":[{"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/media?parent=4395"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/categories?post=4395"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.strategyaudit.com.au\/wp-json\/wp\/v2\/tags?post=4395"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}