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Business View Australia - July 2015 145

and invested heavily in technology,

particularly around retail packaging

with longer shelf-life. This was done to

reduce the shrinkage and wastage for

the retailer. We also had a big focus

on brand development and protection,

and by having our own supply chain we

were able to maintain the integrity of

our brands.

“A strategy was adopted to develop

multiple brands using different

packaging technologies with varying

shelf lives. We also started taking over

the whole cabinet of a retail store and

delivering to that store on a daily basis,

the entire meat range, labelled with a

bar code and a price and a set gross

profit margin. This enabled the retailer

to reduce his overheads and cost of

business.

“We also focussed on exports,

formed a joint venture with one of

Australia’s largest private agribusiness

companies, The Manildra Group,

and in doing so built a new export

approved processing plant. We took

the same strategy as we had employed

in Australia into export markets and

opened an office in Hong Kong with my

brother joining Argyle Prestige Meats.

“Our business territory expanded into

Asia, the Middle East, North America

and Canada. We have a focus on the

commodity meat market to a degree,

but have tried to minimize that and

we concentrate on a value-add supply

chain model where we have accredited

producers within our program. We

stand by our brand and our product to

ensure its integrity and to make sure

that we have repeat customers.”

Argyle Prestige Meats devotes a great

deal of effort to ensure that its product

is of the best quality. It does not give

its livestock hormones to make them

gain weight and also does not use

genetically modified feed. The herds

FOOD & BEVERAGE