46 Creating Value Through Brands

Creating valuethrough brands

383

British Food JournalVol 103 No 6 2001 pp 383-399

MCB University Press 0007-070X

Creating value through brandsthe ZESPRITM kiwi fruit case

Michael BeverlandDepartment of Marketing Faculty of Business and Economics Monash

University Victoria Australia

Keywords Fruit Brands New Zealand Relationship marketing Supply-chain management

Abstract Agricultural products are generally characterised by their commodity status Afteryears of poor returns the New Zealand kiwi fruit industry developed the ZESPRITM brandingprogram in an attempt to position New Zealand kiwi fruit as an upmarket fruit category thatappealed to todayrsquos consumers The brand has recently been released in New Zealand Thisresearch assesses the effectiveness of ZESPRIrsquos strategy and explores the implications for brandedfruit produce in general The level of brand awareness of ZESPRI was found to be low amongconsumers however brand awareness could be increased through a relationship marketingprogram involving targeted marketing and supply-chain management

IntroductionAaker and Joachimsthaler (2000) stated that the development of brands was theonly way to remove oneself from commodity status and price competitionGardner and Levy (1955) defined a brand as ` [a] complex symbol thatrepresents a variety of ideas and attributes It tells the consumer many thingsnot only the way it sounds (and its literal meaning if it has one) but moreimportant via the body of associations it has built up and acquired as a publicobject over a period of timersquorsquo (p 35) Brand equity consists of awarenessrecognition and top of the mind awareness of the product amongst consumerspositive brand associations perceived quality and brand loyalty Brand equitywill result in price premiums consumer and trade loyalty trade co-operationand joint marketing efforts and pride of ownership among the company (Aakerand Joachimsthaler 2000)

Traditionally producers of fresh produce have seen their responsibility forthe product end when their produce leaves the farm gate (Crocombe et al1991) White (2000) stated

Agricultural producers [have] focused on large volume throughput to a large number ofindependent buyers who purchased unbranded undifferentiated produce on an ad hoctransactional basis from the supplier who offered the best price and quality at the time(White 2000 pp 7-8)

Marketing for agricultural products has often been left up to single deskproducer boards that have focused on increasing production efficiency pricecompetitiveness and product quality in order to develop a competitiveadvantage (Crocombe et al 1991) However Lichtenthal and Long (1998) statedthat it was no longer sufficient for agribusinesses to produce a technicallysuperior product Miles et al (1997) stated that agribusinesses would need toadopt strategic planning models if they are to be successful in the future These

The current issue and full text archive of this journal is available at

httpwwwemerald-librarycomft

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models will need to address the development of strong brands a unique sellingproposition the formation of close relationships throughout the supply chainand the development of a market orientation A number of researchers haveidentified a link between these strategies and market success (Katz and Boland2000 Hobbs et al 1998)

After years of poor returns and the inability of New Zealand producers todifferentiate their products or earn price premiums for superior qualityKiwifruit New Zealand (formally the Kiwifruit Marketing Board) developed theZESPRITM program Kiwi fruit currently account for 25 per cent of NewZealandrsquos total horticultural exports (Clark et al 2000) However little isknown about the effectiveness of brands in the fresh produce sector and thereceptiveness of consumers of fresh produce to branded goods in generalRecently the ZESPRI brand has been launched in the New Zealand marketThis paper explores the level of brand awareness within the New Zealandmarket for ZESPRI the effectiveness of the strategy employed by KiwifruitNew Zealand and the implications of these findings for agribusiness in general

The ZESPRITM storyIn 1987 the New Zealand kiwi fruit industry was estimated to account for 60per cent of total world kiwi fruit sales (Crocombe et al 1991) Kiwi fruit thrivein New Zealandrsquos temperate climate and for most of the 1980s the industryenjoyed significant cost advantages over other producers During the 1980sNew Zealand kiwi fruit were marketed through the New Zealand KiwifruitMarketing Board (NZKFMB) To counteract the power of overseas buyers thegovernment established producer boards with ` single desk sellingrsquorsquo provisionsthat enabled them to be the sole marketer and export distributor of theirspecific products While the kiwi fruit industry was first developed in NewZealand the barriers to establishing kiwi fruit orchards elsewhere wererelatively low Consequently growers in Italy and Chile rushed to plant kiwifruit This resulted in the supply of kiwi fruit greatly outstripping demand andprices of kiwi fruit in international markets collapsed The kiwi fruit industryof New Zealand had failed to protect the use of the name ` kiwi fruitrsquorsquo and wereunable to differentiate their product from lower cost Chilean and Italiancounterparts who could market their product under the name ` kiwi fruitrsquorsquo eventhough it had no association with New Zealand

Crocombe et al (1991) noted that orchardists incurred high risks heavy fixedand variable costs undertook long-term investments were at the mercy ofconsumer demand and climatic conditions and received relatively low returnsIn summary Crocombe et al (1991) stated that this industry was a price takerrather than a price maker in export markets They also stated that the NewZealand kiwi fruit industry might have lost the opportunity to determine itsforward path

In response to this Kiwifruit New Zealand developed a new structure andbranding strategy under the name ZESPRITM The new strategy was an


385

attempt to develop a market orientation within the kiwi fruit industryKiwifruit New Zealand stated

ZESPRI International is a market-driven consumer-led international marketing companyand as such is structured from the market back to the orchard rather than the other wayround

The brand strategy aims to differentiate New Zealand kiwi fruit marking it outas a premium product moving it from the category of perishable commodityinto the premium-priced consumer goods bracket Branding is a key element inthe strategy which aims to grow consumption of kiwi fruit by positioning it asan ` exciting mainstream fruit that is eaten dailyrsquorsquo The brand challenge forZESPRI International was

To establish a point of difference between ZESPRI kiwi fruit and otherkiwi fruit

To identify the global brand equity of ZESPRI plusmn the core product valuesand the consumer emotional triggers of the brand

To find the brand positioning idea that encapsulates all the elements ofthe ZESPRI brand equity

To bring ZESPRI to life plusmn find the brandrsquos eccentricity plusmn its difference

To go beyond traditional research with brand concepts plusmn not only to findout what is but also what could be

Over time to develop a new category of fruit

Research indicated that kiwi fruit eaters felt a strong emotional attachment tothe fruit This led ZESPRI to develop the positing statement ` puts life into lifersquorsquoZESPRI noted ` Its New Zealand nature was a very important component of thebrand and had to be incorporated given the equity we had in our country oforiginrsquorsquo The company is committed to remaining based in New Zealandproducing New Zealand fruit ZESPRI promotes kiwi fruit as a product that canbe eaten at any time during the day whether it is a meal or a snack The sameresearch showed that consumers were not fully aware of kiwi fruitrsquos nutritionalbenefits so ZESPRI aims to promote this issue in its marketing campaignsZESPRI New Zealand kiwi fruit is positioned as the fun vibrant healthy goodtasting fruit for all the family It is valued for its unique nutritional qualitiesparticularly its rich vitamin C content its consistent quality superior taste andenvironmental soundness This positioning is contained in Table I whichshows the results of research conducted by ZESPRI International onconsumersrsquo perceptions of fruit and kiwi fruit The table also contrasts thiswith the desired positioning of ZESPRI

ZESPRI International markets four key varietals of kiwi fruit ` Organicrsquorsquo` Jumborsquorsquo ` Goldrsquorsquo and `Greenrsquorsquo These new varieties of kiwi fruit were developedin partnership with the former government owned `HortResearchrsquorsquo (who stillown the rights to these varieties of fruit) and ZESPRI International These newvarieties were developed in order to appeal to different markets For example

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the ` Jumborsquorsquo (not released in New Zealand) variety is designed to be placed inchildrenrsquos lunchboxes The ` Goldrsquorsquo variety was designed primarily for Asianmarkets where the colour gold has positive connotations This variety is alsosweeter which also appeals to Asian consumers The ` Organicrsquorsquo variety wasdeveloped in a response to consumer demands for organically grown produceUntil recently ZESPRI branded kiwi fruit were not sold in the New Zealandmarket However in 2000 ZESPRI International launched approximately38000 tray equivalents (out of a total of 59400 trays as at June 1999) ofprimarily `Greenrsquorsquo branded fruit into the New Zealand market (KiwifruitInternational New Zealand 1999) The fruit would retail at NZ$199 for a bagof ten (the bag would not be branded with the ZESPRI logo) Prior to this kiwifruit had been largely sold as bulk produce with little or no branding orpackaging Despite the lack of product availability ZESPRI had a high profilein New Zealand A number of television documentaries aired on national newsprograms had highlighted the development of the strategy new types of fruitand the research program The company is targeting adult consumers agedbetween 18-50 The overseas success of the program (increasing grower returnsand kiwi fruit prices) has also received widespread news coverage Moreimportantly the program and brand were well known in the New Zealand fruittrade

The export program has so far been successful in increasing returns togrowers The 1999 Annual Report for Kiwifruit International stated thatadjusted orchard gate return (the key measure of profitability for growers) wasNZ$2579 million up from NZ$1576 million in 1997 This equates to NZ$23753

Table IZESPRIrsquos desiredpositioning relative tofruit and kiwi fruit

Positioning Fruit Kiwi fruit ZESPRI

Personality Good butunimaginative

Exotic Charismaticsurprising enjoyslife intriguing aninspiration anachiever

Values Wholesomevirtuous Vitality Real genuineintegrity originalityhealthy and active

Rewards Good for you Good for you Feeling good aboutlife

Functional benefits Healthy enjoyment Refreshing tastehealthy enjoymentfor many eatingoccasions

Refreshing tastehealthy enjoymentfor many eatingoccasions

Attributes Taste nutritionconvenient ready toeat

Taste nutritionready to eat

Taste nutritionquality ready to eatappearance


387

per hectare in 1998 compared with NZ$15386 in 1997 The ZESPRI ` Goldrsquorsquo kiwifruit was successfully test marketed in Japan the UK and New Zealand Globalnet revenues from sales of kiwi fruit were NZ$695 million up 29 per cent on theprevious season Net distributable returns to growers were up 27 per cent toNZ$4106 million as against NZ$3233 million in 1997-1998 The report statedthat although the exchange rate was weak success had come from increasedvolumes and values of kiwi fruit sold (Kiwifruit International 1999)

MethodThe research was conducted in two phases First a series of qualitativeinterviews were conducted with a distributor ZESPRI Internationalrsquos MarketAnalyst Brand Manager and Regional Manager for Australasia (who providedbackground material) The aim of these interviews was to gain somebackground material on to the ZESPRI story perceptions of how successful thebrand was and the views of the major trade buyer in New Zealand (whoaccounts for 90 per cent of all produce distribution in the country) A secondaryaim was to explore the branding topic with the aim of highlighting key issuesto be measured in the survey Following this a draft mall intercept survey wasdeveloped and pre-tested amongst a small pilot group of consumers Data wascollected outside three major supermarket chains (there was no difference in theresults due to location) in Auckland New Zealand The sample was taken froma population of adult (18 years and above) kiwi fruit consumers The surveywas split into five sections

(1) kiwi fruit-eating habits

(2) kiwi fruit-purchasing habits

(3) brand awareness

(4) perception of ZESPRI and

(5) demographics

The questions contained a number of fixed option and five-point Likert scalesIn total 106 surveys were completed The surveys were coded and entered intoSPSS for analysis

FindingsThe results of the qualitative interviews are presented below in Table IIOverall the interviewees agreed that branding fresh produce was worthwhileand was an important part of guaranteeing quality and building customerloyalty although with regard to the ZESPRI brand the respondents agreedthat the brand was young with end consumers The ZESPRI representativesbelieved there was significant brand awareness amongst the trade a factconfirmed by the distributor although he believed that ZESPRI branded fruitneeded to be supplied all year round wanted brands exclusive to his chain andnoted that with all the recent media attention being focused on the newvarieties that consumers confused the name ` ZESPRIrsquorsquo with the new varieties

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388

Table IIResults from thequalitative interviews

Inte

rvie

wee

Bra

nd

equit

yfo

rfr

esh

fruit

Bra

nd

equit

yfo

rZ

ESP

RI

Isth

ere

mer

itin

bra

ndin

g

fres

hfr

uit

Are

New

Zea

lander

sbra

nd

loyal

Dis

trib

uto

rG

row

ing

awar

enes

sof

bra

ndin

g

Bra

ndin

gre

pre

sents

consi

sten

tqual

ity

Cos

tis

still

anis

sue

Kee

nto

see

gro

wth

of

bra

nds

inst

ore

Mis

conce

pti

onth

at

ZE

SP

RI

was

the

new

nam

efo

ra

kiw

ifr

uit

var

iety

T

his

issl

owly

chan

gin

gan

dpeo

ple

now

reco

gnis

eth

atth

e

bra

nd

stan

ds

for

hig

h

qual

ity

NZ

kiw

ifr

uit

Nee

da

12-m

onth

supply

of

ZE

SP

RI

Yes

W

eai

mto

wor

k

wit

hpro

duce

rsto

dev

elop

bra

nds

that

are

excl

usi

ve

toou

rch

ain

Ifpeo

ple

like

the

bra

nd

then

they

are

loyal

how

ever

ifth

epri

ceis

too

hig

hth

eyw

ill

go

wit

hou

tth

epro

duct

Mar

ket

anal

yst

ZE

SP

RI

Inte

rnat

ional

Bra

nd

man

ager

ZE

SP

RI

Inte

rnat

ional

Bra

nd

equit

yis

a

reas

sura

nce

that

hel

ps

the

cust

omer

purc

has

e

but

doe

snrsquot

dir

ectl

yle

ad

toth

epurc

has

e

Bra

nds

offr

uit

nee

dto

be

linked

toim

ages

ofhig

h

qual

ity

and

consi

sten

cy

Ther

eis

som

ere

cognit

ion

inm

ore

dev

elop

ed

mar

ket

ssu

chas

Ger

man

yan

dJa

pan

but

not

much

else

Hig

hre

cognit

ion

attr

ade

level

and

inti

me

trad

e

will

hel

pbuild

bra

nd

equit

yw

ith

consu

mer

s

Bra

ndin

gis

the

only

mea

ns

ofse

par

atin

g

you

rpro

duct

from

sim

ilar

pro

duct

sin

the

sam

eca

tegor

yIt

isal

so

the

only

link

that

consu

mer

sca

nfo

rm

wit

hyou

rco

mpan

y

Bra

nds

hel

pto

rein

forc

e

mes

sages

such

as

qual

ity

countr

yof

orig

invar

iety

and

can

add

anem

otio

nal

dim

ensi

onto

the

pro

cess

New

Zea

lander

sst

ill

tryin

gto

under

stan

d

bra

nd


389

of fruit rather than viewing it as a new brand (this was slowly changing) Theinterviewees believed that branded fresh produce is new to most NewZealanders and therefore they may be unwilling to pay a large price premiumfor branded fruit The distributor also pointed out that while brands may beable to get a premium the premium cannot be too large and sellers will need tomake sure that consumers recognise what the brand stands for Finally thedistributor was keen to work in conjunction with suppliers of produce todevelop brands and branding programs This view was different to that of theZESPRI representatives who believed that trade would make consumers awareof the brand This is reflected in the ZESPRI strategy which does not marketdirectly to the trade The fact that the distributor was keen to see the growth ofbrands in store wanted to work with suppliers and believed that brandsneeded to take into account cost (suggesting that value not quality per se mightbe a better positioning statement) suggests that there is an opportunity todevelop relationship marketing programs at a business-to-business levelbetween ZESPRI International and distributors

The demographic characteristics of surveyed consumers are outlined inTable III There is an over representation of females in the sample althoughthis was not considered a problem given that ZESPRI International considersfemales an important target market (especially for ` Greenrsquorsquo kiwi fruit) The

Table IIIDemographics of

sample

Item Percentage

GenderFemale 57Male 43

Agelt 20 321-35 6136-50 22gt 50 14

Employment statusFull time 84Part time 12Not employed 4

Household statusSingle no children 46Married with children 34Married no children 14Single with children 6

Combined household incomelt $20000 4$21000-50000 26$51000-80000 27gt $80000 43

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390

location of data collection may also have influenced this result as females stilldo the majority of the food shopping in New Zealand We felt this would notadversely impact on the final result as understanding the perception of theZESPRI brand among the people making the purchase decision was importantThe differences between femalesrsquo and malesrsquo perception of the brand and itsattributes are shown in Table VIII As Table IV illustrates females were morelikely to consume kiwi fruit at home than males There is a reasonablerepresentation of all ages income levels and household status

Table IV highlights that the majority of the sample is not regular users ofkiwi fruit although we believe that this result may have a lot to do with theseasonal nature of kiwi fruit In order to get a high percentage of everydayusers kiwi fruit would have to be available all year round (a fact highlighted bythe distributor interviewed) The New Zealand kiwi fruit season runs from Mayto December and New Zealand consumers are unlikely to buy imported kiwifruit (see Table V) The majority of respondents used kiwi fruit as a general

Table IVUse of kiwi fruit

Descriptor Percentage

Frequency of useEvery 3-6 months 647Once a month 188Several times a week 153Everyday 12

When do you eat kiwi fruitGeneral snack (any time of the day) 628Desert 150Breakfast 93Lunch 47Morning tea 35Afternoon tea 35Dinner 12

Type of kiwi fruit eatena

Green 745Gold 302Organic 160

Who eats kiwi fruit in your householdFemale adult 488Male adult 372Children under 18 140

Place of purchaseSupermarket 671Fruit and vegetable store 317Other 12

Note a More than one answer was possible to this question


391

snack food Given that ` Goldrsquorsquo and ` Organicrsquorsquo kiwi fruit have only just beenreleased in limited numbers into New Zealand the response for ` type of fruiteatenrsquorsquo was expected However the high usage of ` Goldrsquorsquo fruit suggests thatZESPRI International has a potential winner on its hands with this variety andshould consider increasing the amount of fruit available in New Zealand Adultfemales eat the majority of fruit ZESPRI targeted females partly in the beliefthat they would buy kiwi fruit for their children however there is little evidenceof this occurring Perhaps ZESPRI would be better off highlighting the healthbenefits of the fruit to adults as well as giving greater emphasis to thenutritional and health benefits of kiwi fruit use for children As was expectedmost consumers purchase their kiwi fruit from supermarkets and fruit andvegetable shops

Table V highlights some key aspects of consumer behavior in relation to kiwifruit Interestingly region of origin was not that important for kiwi fruit buyersIt may be that consumers expected kiwi fruit to come from New Zealand or itmight be that the past failure to differentiate the product has meant thatconsumers are unaware of the differences between overseas and local kiwi fruitThe method of production is relatively unimportant although given consumer

Table VConsumer behavior(1 = strongly agree

5 = strongly disagree)

Descriptor Mean SD

Region of originPurchase NZ label only 257 129Origin not an issue 308 129Purchase overseas only 403 097

Organic vs non organicGrowing method not an issue 267 122Purchase only organic 328 110Purchase non organic 347 094

Price sensitivityPrice not an issue 270 120Pay extra for a preferred brand 321 120Always purchase the cheapest 361 109

Motivation to buy kiwi fruitSeasonality 204 106Freshness and quality 220 097In store discounts 288 123Brands 327 120Habit 328 131

Reason for eating kiwi fruitHealthynutrition 195 097Taste 200 086Refreshing 226 095Convenience 279 108

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392

concerns about non-organic production the `Organicrsquorsquo range may be bettertargeted at consumers who express these concerns and are willing to pay apremium for organically grown fruit Consumers were relatively price sensitivewhen it came to kiwi fruit However the majority of consumers do not buy onprice alone with freshnessquality and seasonality the two biggest motivationsfor purchasing kiwi fruit Consumers were unlikely to pay extra for a preferredbrand of fruit (nor were brands seen as that important) although they may payextra for quality freshness and in-season fruit Most consumers eat kiwi fruitbecause of its health and nutritional benefits and taste ZESPRI hasincorporated these issues into its advertising campaigns Convenience was alsorelatively important and perhaps more emphasis on this could be incorporatedin advertising campaigns aimed at positioning kiwi fruit as a snack food (thiswould also require packaging changes)

Table VI highlights the level of brand awareness for ZESPRI Less than halfof the respondents had seen the ZESPRI logo suggesting that the company stillhas much to do to establish awareness of the brand (and supporting the claimsof the interviewees) Although ZESPRI does not have the level of brandawareness of other fruit brands this may be due to the relative newness of thebrand Seen in the context of low levels of marketing (consisting so far ofsponsorship and promotional events) a 481 per cent awareness rate is quitehigh and bodes well for the future of the brand in New Zealand Given thatZESPRI branded fruit have only recently been introduced on to the NewZealand market it is no surprise that most people have seen the ZESPRI logo onfruit labels packaging and promotional material rather than through moretraditional marketing mediums such as television and newspapers (which haveyet to be developed)

Table VIBrand awareness


Have you seen the ZESPRI logoYes 481No 519Branded fruit awarenessSunkist (Oranges) 670Chiquita (Bananas) 632Dole (General) 612ENZA (Apples) 575ZESPRI (Kiwi fruit) 481Yummy (General) 208Where have you seen the ZESPRI logoLabels 311Packaging 189Promotional material 179TV 85Magazines 75Newspapers 57Bill boards 47


393

Tables VII and VIII below highlight consumer attitudes to ZESPRI as a brandConsumer reaction to the brand name and brand attributes was neutral at bestGiven that ZESPRI is targeting adults aged between 18-50 the mixed reactionto the ZESPRI name the association of quality with that name and the view ofthe brand as ` energetic and livelyrsquorsquo is of concern Consumers understood thatkiwi fruit had high nutritional benefits and agreed that ZESPRI needed to havea stronger marketing presence in New Zealand They were also keen to try newvarieties of kiwi fruit However there was a negative reaction to the slogan

Table VIIICross tabulations of

ZESPRI program withgender

Descriptor

F Femalepositive

responsea

F Malepositiveresponse

F Femaleneutral-negativeresponseb

F Maleneutral-negativeresponse Total

ZESPRI is a suitable brand name forNZ kiwi fruit 30 12 41 23 106

ZESPRI represents high quality NZkiwi fruit 29 11 41 25 106

You would purchase ZESPRI over otherbranded kiwi fruit 27 9 43 27 106

ZESPRI NZ kiwi fruit had highnutritional benefits 49 21 21 15 106

You agree with the brandrsquos slogan`ZESPRI puts life into lifersquorsquo 18 8 53 27 106

The ZESPRI brand is lively andenergetic 39 15 31 21 106

ZESPRI should have strongermarketing presence in NZ 42 28 28 8 106

You would try new varieties of kiwifruit if you recognised the ZESPRIbrand 43 19 27 17 106

Notes a Results for this question were recorded using a five-point scale with 1 = stronglyagree 5 = strongly disagree Positive results represent all recorded results that registered a1 or 2 to the question at hand b results for this question were recorded using a five-pointscale with 1 = strongly agree 5 = strongly disagree Neutral to negative results represent allrecorded results that registered a 3-5 to the question at hand

Table VIIAttitude to brand

(1 = strongly agree5 = strongly disagree)

Descriptor Mean SD

ZESPRI is a suitable brand name for NZ kiwi fruit 270 104ZESPRI represents high quality NZ kiwi fruit 269 096You would purchase ZESPRI over other branded kiwi fruit 290 105ZESPRI NZ kiwi fruit had high nutritional benefits 220 078You agree with the brandrsquos slogan `ZESPRI puts life into lifersquorsquo 276 087The ZESPRI brand is lively and energetic 248 095ZESPRI should have stronger marketing presence in NZ 206 091You would try new varieties of kiwi fruit if you recognised the ZESPRI brand 244 095

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394

` puts life into lifersquorsquo Consumers were also unlikely to prefer ZESPRI to otherbranded kiwi fruit However the demand for more marketing activity theneutral reaction to the name and brand attributes suggests that the brand is inthe early stages of development in New Zealand (see Table II for thedistributorrsquos view) ZESPRI could build their marketing campaign on thenutritional benefits of the fruit and through the release and promotion of newproducts (rather than focusing solely on ` Greenrsquorsquo kiwi fruit)

DiscussionFrom the results we can see that ZESPRI still has some way to go to gain brandleadership in New Zealand and towards reaching its desired positioning (seeTable I) The brand has a relatively high level of awareness given the low levelsof marketing in New Zealand[1] but ZESPRI needs to do more if the brand is togain the level of awareness of other fruit brands Within the trade brandawareness for ZESPRI is apparently high and trade customers also understandthe link between the brand and product quality This suggests that the ZESPRIprogram has only retained the positioning of kiwi fruit in relation to thefunctional benefits and attributes rather than achieving the desired positioningfor the brand (see Table I)

The high uptake of `Goldrsquorsquo kiwi fruit suggests that more work needs to bedone on ZESPRIrsquos brand architecture (see Figure 1) Rather than stressing thegeneric brand ` ZESPRIrsquorsquo the company could place greater stress on the

Figure 1Brand leadership


395

individual varietal sub-brands and build up the generic brand awareness overtime Building sub-brand awareness would require the development of targetedmarketing campaigns The ` Organicrsquorsquo kiwi fruit could be targeted at consumersconcerned about non-organic production and should be placed in naturalorganic food shops Both ` Greenrsquorsquo and ` Goldrsquorsquo fruit should be targeted at adultconsumers more so than at children ZESPRI also needs to carry out furthersegmentation work in order to improve the targeting of its brands to kiwi fruitconsumers

Although consumers are unlikely to pay extra for the fruit the majority ofkiwi fruit consumers do not purchase on price alone One way of getting apremium would be to stress the benefits of convenience quality and freshnessthrough an advertising campaign Highlighting the entire range of newproducts may also help build the view that ZESPRI is indeed innovativeenergetic and surprising

The packaging of the fruit in the local market also leaves a lot to be desiredRather than packaging them in the convenient six packs used in overseasmarkets the fruit is packaged in netted bags of ten and branded with a smallsticker on each piece of fruit This is hardly in keeping with ZESPRIrsquos desiredimage or positioning as an up-market convenient snack food Given thatconvenience was an important factor in driving kiwi fruit choice ZESPRIshould use the same packaging in New Zealand as it uses in overseasmarkets[2] This would provide greater opportunities for promotion and brandadvertising as well as help position the product as a high quality convenientfruit It would also help ensure that ZESPRI reached its desired attributepositioning (see Table I) on the issue of design

Aaker and Joachimsthaler (2000) stated that the key factors in developingbrand leadership included the development of a range of consumer distributorand organisation related programs These are shown in Figure 1 What is clearfrom this figure is that focusing on marketing direct to consumers is only asmall part of developing an effective brand Producers will need also to focuson developing brand support structures within the organisation a range of sub-brands close relationships with distributors and other members in the valuechain This suggests that a relationship marketing strategy will be moreeffective for developing a brand than a traditional transactional (one off massmarketing) approach (Gronroos 1996)

The development of relationships with strong retailers is critical becausethese retailers often have significant power and more importantly strongbrand equity among their customer base (Hughes and Merton 1996) Thedevelopment of relationships throughout the entire supply chain utilisingprinciples of supply-chain management (SCM) has received increased attentionfrom agribusiness researchers (although none have made the link between SCMand brand equity) Folkerts and Koehosrt (1998) found that modern customerswere more self-assured and were making new demands on agriculturalproducers This required radical change through the transformation of the

BFJ1036

396

traditional food supply chain from a product driven to a market driven chainChain reversal required

The redesign and repositioning of the complete food supply chain and of every company(link) in this chain In this respect a food supply chain is defined as a set of interdependentcompanies that work closely together to manage the flow of goods and services along thevalue-added chain of agricultural and food products in order to realize superior customervalue at the lowest possible costs (Folkerts and Koehosrt 1998 p 385)

ZESPRIrsquos promotional material highlights the marketing work that it is doingwith the end consumer of kiwi fruit and the quality programs that it hasdeveloped from orchard to pack house However there is little mention of thedistribution chain Despite earlier announcements about the need to develop amarket driven strategy (see `The ZESPRI storyrsquorsquo) it appears that ZESPRI hasnot yet undergone chain reversal Figure 2 highlights the current distributionset up for ZESPRI in New Zealand

Figure 2 shows that ZESPRI relies on the trade (distributors) to manage itskiwi fruit category in stores and help market the product to retailers (reflectedalso by a comment in Table II) If ZESPRI wants to develop strong brandpositioning within stores via in-store promotions separate shelf positioning aswell as make consumers aware of the fruit (through cross promotionaladvertising with the retailer) then they need to put more effort into marketingdirectly to retailers This may also help ZESPRI develop own-label products forsupermarkets in-store marketing campaigns and gain better productpositioning within a store Currently ZESPRI branded fruit are located next toother non-branded kiwi fruit This means that consumers get to compare theprices of ZESPRI and non-ZESPRI fruit (the author has seen this occur inAustralian supermarkets) At this point it is very easy for consumers todistinguish between different fruit on the basis of price (particularly given thelow levels of brand awareness brand content and poor packaging design) Ifthe aim is to establish a whole new fruit category then ZESPRI labelled fruit

Figure 2Distribution structure ofZESPRI in New Zealand


397

should be positioned apart from the non-labelled kiwi fruit However doing thiscan only be achieved with the support of the retailer

ZESPRIrsquos stated aim is to increase returns to growers However to do somay require a longer-term view that includes working with members of thesupply chain rather than focusing solely on pull strategies (raising consumerawareness) This will require ZESPRI to move away from the auction system ofsale If the ZESPRI strategy increases kiwi fruit prices on open marketsmembers of the distribution channel may not be able to pass on those increasesto other members of the chain or in light of the findings the end consumer (andconsumers may be unwilling to pay extra for brands) This may mean that inthe long term kiwi fruit prices may fall (this problem faces many agriculturalproducers see Beverland 2001) as demand falls and retailers and distributorsreduce orders for the fruit A better strategy may involve the use of SCMprinciples For example rather than focusing on increasing prices to growersthey could aim to increase the value of the brand and allow growers to ownshares in the company (like the New Zealand Dairy Board) Part of this wouldinvolve developing price and supply contracts with distributors and retailersrather than selling at auction This strategy has been used by Merino NewZealand the wine industry and the New Zealand Game Industry Board toincrease brand equity and returns as well as ensure a sustainable long-termmarket positioning (Beverland 2001) Kiwifruit New Zealand do intend todevelop contractual relationships with suppliers of fruit however it is not clearwhat the strategic intention of these contracts is We would suggest that thesecontracts be aimed at decreasing price and volume uncertainty for ZESPRIkiwi fruit distributors and retailers

All of this may be difficult to achieve within a compulsory single desk sellerstructure This structure has come under increasing strain in New Zealand anda number of reports have called for the removal of this monopoly protection(Beverland 2001) Currently Kiwifruit New Zealand and ZESPRI are controlledby growers who are used to the commodity cycle of pricing and may not acceptthe lower albeit steadier returns necessary for long-term survival (Beverland2001) Privatising this structure would enable ZESPRIrsquos brand value to becaptured via shares held by growers Privatising this structure may also benecessary to develop a global brand Given that ZESPRI is bound to developthe New Zealand industry they cannot source fruit from other countrieslicensing other countries to produce its four new varieties of fruit is differentAs a result they emphasise country of origin (COO) as a source of competitiveadvantage Whilst the origin of kiwi fruit may be seen by ZESPRI as importantresearch shows that country of origin (COO) effects are at best neutralparticularly when consumers have access to information about price qualityand brand name (Agrawal and Kamakara 1999) These authors found thatCOO has no effect on prices after considering the price differences betweenbrands due to differences in quality ZESPRI International intends to developan all year round marketing campaign but this may backfire if there is a lack ofyear round supply (as such a campaign may create demand that the industry

BFJ1036

398

may not be able to supply This is a problem confronting a number ofagricultural industries (Beverland 2001))

Developing global brands requires a constant level of year round supply(Beverland 2001) As noted in Table I distributors would like an all year roundsupply of the fruit however the seasonal nature of fruit production means thatthis is not possible if ZESPRI relies solely on New Zealand produced fruit Onehas to ask whether the real value of the fruit is derived from its ` New Zealandnessrsquorsquo or from the production and quality systems used by New Zealandgrowers[3] If it is the later then franchising these systems to foreign growersmay help build the brand

The producer board structure may also limit the ability of Kiwifruit NewZealand to retain control of new varieties such as ` Goldrsquorsquo Clark et al (2000)noted that HortResearch could license Northern Hemisphere producers to growthe Hort16A (Gold) variety in order to enable a 12-month global supply of thefruit Clark et al (2000) make it clear that HortResearch is moving to developconstant streams of cash flow through royalties derived from their patents (dueto reduced levels of government funding) and are unhappy that many of theirindustry partners are hesitant in trying to develop royalties from offshorePressure on future research funding means that HortResearch may make thismove sooner rather than later Finally the producer board structure does notallow for diversity in the marketplace It is possible for producer boards tosource globally (where their growers allow) and the New Zealand Dairy Boardhas done this effectively Smaller producers who may want to develop nichebrands focused around their region of origin are denied the opportunity sinceproducer boards usually opt for a ` one size fits allrsquorsquo strategy

ConclusionThe development of fresh produce brands is a relatively new phenomenon inworld markets The attempt by Kiwifruit New Zealand to position NewZealand kiwi fruit as a high quality distinctive fruit category is to beapplauded and encouraged This research is exploratory and raises moreissues than answers Further research should be conducted on consumersrsquoreactions to branded fruit Further case studies of successful brands shouldalso be developed Research on the relationship between push and pullmarketing strategies and SCM in regards to strategic re-positioning shouldalso be examined Based on this research agribusiness brand strategies need toinclude better targeting of consumers strong links with distributors andretailers and where relevant research laboratories The focus may also need tomove away from increasing prices to growers in the short term (similar tocomplaints about the narrow focus of big companies on quarterly earnings) todeveloping long-term brand equity This can only be done through stabilisingprices and moving away from the auction system Producer boards may havean important role in negotiating such contracts and in bringing growers andbuyers together but may also limit the ability of producers to take thenecessary steps to develop a global brand


399

Notes

1 The brand is generally marketed using promotional type activities such as sponsorshipnews stories and in-store advertising (the small product stickers on the fruit) No targetedadvertising or mass marketing is carried out

2 In export markets such as Australia ZESPRI is clearly identifiable by its packagingZESPRI is packaged into convenient six packs which includes an eating tool (a plastic toolthat cuts the fruit and allows you to scoop it out) the design of which was based onconsumer research that highlighted that kiwi fruit were generally cut open and scoopedout Product related information as well as offering the opportunity to run competitions oroffer endorsements are also included in these packs

3 The need to develop global brands is apparent even in an industry such as wine where theregion of origin can lead to important product differences This has resulted in a number oflarge producers such as Robert Mondavi or BRL Hardy placing greater emphasis on globalbrands as opposed to region of origin (Beverland 2001)

References

Aaker DA and Joachimsthaler E (2000) Brand Leadership The Free Press New York NY

Agrawal J and Kamakara WA (1999) ` Country of origin a competitive advantagersquorsquoInternational Journal of Research in Marketing Vol 16 p 255-67

Beverland MB (2001) ` Relationship marketing and commodities the repositioning of NewZealand agriculture in world marketsrsquorsquo paper presented at the 10th Biennial WorldMarketing Congress University of Cardiff 27 June-1 July

Clark DN Pavlovich K and Simpson B (2000) `The Horticulture and Food Research Instituteof New Zealand Ltdrsquorsquo Case Research Journal Vol 20 No 2 pp 25-60

Crocombe GT Enright MJ and Porter ME (1991) Upgrading New Zealandrsquos CompetitiveAdvantage Oxford University Press Auckland

Folkerts H and Koehosrt H (1998) ` Challenges in international food supply chains vertical co-ordination in the European agribusiness and food industriesrsquorsquo British Food JournalVol 100 No 8 pp 385-8

Gardner BB and Levy SJ (1955) ` The product and the brandrsquorsquo Harvard Business ReviewMarch-April pp 33-9

Gronroos C (1996) `Relationship marketing logicrsquorsquo Asia-Australia Marketing Journal Vol 4No 1 pp 7-19

Hobbs JE Kerr WA and Klein KK (1998) ` Creating international competitiveness throughsupply chain management Danish Porkrsquorsquo Supply Chain Management Vol 3 No 2pp 68-78

Hughes D and Merton I (1996) `Partnership in produce the J Sainsbury approach to managingthe fresh produce supply chainrsquorsquo Supply Chain Management Vol 1 No 2 pp 4-6

Katz JP and Boland M (2000) `A new value-added strategy for the US beef industry the caseof US Premium Beef Ltdrsquorsquo Supply Chain Management Vol 5 No 2 pp 99-109

Kiwifruit International New Zealand (1999) Annual Report

Lichtenthal JD and Long MM (1998) ` Case study service support and capital goods plusmndissolving the resistance to obtaining product acceptance in new business marketsrsquorsquoJournal of Business and Industrial Marketing Vol 13 No 45 pp 356-69

Miles MP White JB and Munilla LS (1997) ` Strategic planning and agribusiness anexploratory study of the adoption of strategic planning techniques by co-operativesrsquorsquoBritish Food Journal Vol 99 No 11 pp 401-8

White HMF (2000) `Buyer-supplier relationships in the UK fresh produce industryrsquorsquo BritishFood Journal Vol 102 No 1 pp 6-17

BFJ1036

384

models will need to address the development of strong brands a unique sellingproposition the formation of close relationships throughout the supply chainand the development of a market orientation A number of researchers haveidentified a link between these strategies and market success (Katz and Boland2000 Hobbs et al 1998)

After years of poor returns and the inability of New Zealand producers todifferentiate their products or earn price premiums for superior qualityKiwifruit New Zealand (formally the Kiwifruit Marketing Board) developed theZESPRITM program Kiwi fruit currently account for 25 per cent of NewZealandrsquos total horticultural exports (Clark et al 2000) However little isknown about the effectiveness of brands in the fresh produce sector and thereceptiveness of consumers of fresh produce to branded goods in generalRecently the ZESPRI brand has been launched in the New Zealand marketThis paper explores the level of brand awareness within the New Zealandmarket for ZESPRI the effectiveness of the strategy employed by KiwifruitNew Zealand and the implications of these findings for agribusiness in general

The ZESPRITM storyIn 1987 the New Zealand kiwi fruit industry was estimated to account for 60per cent of total world kiwi fruit sales (Crocombe et al 1991) Kiwi fruit thrivein New Zealandrsquos temperate climate and for most of the 1980s the industryenjoyed significant cost advantages over other producers During the 1980sNew Zealand kiwi fruit were marketed through the New Zealand KiwifruitMarketing Board (NZKFMB) To counteract the power of overseas buyers thegovernment established producer boards with ` single desk sellingrsquorsquo provisionsthat enabled them to be the sole marketer and export distributor of theirspecific products While the kiwi fruit industry was first developed in NewZealand the barriers to establishing kiwi fruit orchards elsewhere wererelatively low Consequently growers in Italy and Chile rushed to plant kiwifruit This resulted in the supply of kiwi fruit greatly outstripping demand andprices of kiwi fruit in international markets collapsed The kiwi fruit industryof New Zealand had failed to protect the use of the name ` kiwi fruitrsquorsquo and wereunable to differentiate their product from lower cost Chilean and Italiancounterparts who could market their product under the name ` kiwi fruitrsquorsquo eventhough it had no association with New Zealand

Crocombe et al (1991) noted that orchardists incurred high risks heavy fixedand variable costs undertook long-term investments were at the mercy ofconsumer demand and climatic conditions and received relatively low returnsIn summary Crocombe et al (1991) stated that this industry was a price takerrather than a price maker in export markets They also stated that the NewZealand kiwi fruit industry might have lost the opportunity to determine itsforward path

In response to this Kiwifruit New Zealand developed a new structure andbranding strategy under the name ZESPRITM The new strategy was an


385












BFJ1036

386















387





(3) brand awareness


(5) demographics



BFJ1036

388


Inte

rvie

wee

Bra

nd

equit

yfo

rfr

esh

fruit

Bra

nd

equit

yfo

rZ

ESP

RI

Isth

ere

mer

itin

bra

ndin

g

fres

hfr

uit

Are

New

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lander

sbra

nd

loyal

Dis

trib

uto

rG

row

ing

awar

enes

sof

bra

ndin

g

Bra

ndin

gre

pre

sents

consi

sten

tqual

ity

Cos

tis

still

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sue

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see

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wth

of

bra

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Mis

conce

pti

onth

at

ZE

SP

RI

was

the

new

nam

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ra

kiw

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uit

var

iety

T

his

issl

owly

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gin

gan

dpeo

ple

now

reco

gnis

eth

atth

e

bra

nd

stan

ds

for

hig

h

qual

ity

NZ

kiw

ifr

uit

Nee

da

12-m

onth

supply

of

ZE

SP

RI

Yes

W

eai

mto

wor

k

wit

hpro

duce

rsto

dev

elop

bra

nds

that

are

excl

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ve

toou

rch

ain

Ifpeo

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the

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nd

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are

loyal

how

ever

ifth

epri

ceis

too

hig

hth

eyw

ill

go

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hou

tth

epro

duct

Mar

ket

anal

yst

ZE

SP

RI

Inte

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Bra

nd

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ager

ZE

SP

RI

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nd

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yis

a

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sura

nce

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ps

the

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e

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e

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ofhig

h

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sten

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Ther

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ere

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ion

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ore

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elop

ed

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pan

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much

else

Hig

hre

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ion

attr

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level

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me

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nd

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yw

ith

consu

mer

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Bra

ndin

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only

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duct

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sin

the

sam

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only

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mer

sca

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rm

wit

hyou

rco

mpan

y

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nds

hel

pto

rein

forc

e

mes

sages

such

as

qual

ity

countr

yof

orig

invar

iety

and

can

add

anem

otio

nal

dim

ensi

onto

the

pro

cess

New

Zea

lander

sst

ill

tryin

gto

under

stan

d

bra

nd


389




sample

Item Percentage


Agelt 20 321-35 6136-50 22gt 50 14




BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References

















385












BFJ1036

386















387





(3) brand awareness


(5) demographics



BFJ1036

388


Inte

rvie

wee

Bra

nd

equit

yfo

rfr

esh

fruit

Bra

nd

equit

yfo

rZ

ESP

RI

Isth

ere

mer

itin

bra

ndin

g

fres

hfr

uit

Are

New

Zea

lander

sbra

nd

loyal

Dis

trib

uto

rG

row

ing

awar

enes

sof

bra

ndin

g

Bra

ndin

gre

pre

sents

consi

sten

tqual

ity

Cos

tis

still

anis

sue

Kee

nto

see

gro

wth

of

bra

nds

inst

ore

Mis

conce

pti

onth

at

ZE

SP

RI

was

the

new

nam

efo

ra

kiw

ifr

uit

var

iety

T

his

issl

owly

chan

gin

gan

dpeo

ple

now

reco

gnis

eth

atth

e

bra

nd

stan

ds

for

hig

h

qual

ity

NZ

kiw

ifr

uit

Nee

da

12-m

onth

supply

of

ZE

SP

RI

Yes

W

eai

mto

wor

k

wit

hpro

duce

rsto

dev

elop

bra

nds

that

are

excl

usi

ve

toou

rch

ain

Ifpeo

ple

like

the

bra

nd

then

they

are

loyal

how

ever

ifth

epri

ceis

too

hig

hth

eyw

ill

go

wit

hou

tth

epro

duct

Mar

ket

anal

yst

ZE

SP

RI

Inte

rnat

ional

Bra

nd

man

ager

ZE

SP

RI

Inte

rnat

ional

Bra

nd

equit

yis

a

reas

sura

nce

that

hel

ps

the

cust

omer

purc

has

e

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snrsquot

dir

ectl

yle

ad

toth

epurc

has

e

Bra

nds

offr

uit

nee

dto

be

linked

toim

ages

ofhig

h

qual

ity

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sten

cy

Ther

eis

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ere

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ion

inm

ore

dev

elop

ed

mar

ket

ssu

chas

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man

yan

dJa

pan

but

not

much

else

Hig

hre

cognit

ion

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ade

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me

trad

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hel

pbuild

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nd

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yw

ith

consu

mer

s

Bra

ndin

gis

the

only

mea

ns

ofse

par

atin

g

you

rpro

duct

from

sim

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duct

sin

the

sam

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only

link

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consu

mer

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rm

wit

hyou

rco

mpan

y

Bra

nds

hel

pto

rein

forc

e

mes

sages

such

as

qual

ity

countr

yof

orig

invar

iety

and

can

add

anem

otio

nal

dim

ensi

onto

the

pro

cess

New

Zea

lander

sst

ill

tryin

gto

under

stan

d

bra

nd


389




sample

Item Percentage


Agelt 20 321-35 6136-50 22gt 50 14




BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References
















BFJ1036

386















387





(3) brand awareness


(5) demographics



BFJ1036

388


Inte

rvie

wee

Bra

nd

equit

yfo

rfr

esh

fruit

Bra

nd

equit

yfo

rZ

ESP

RI

Isth

ere

mer

itin

bra

ndin

g

fres

hfr

uit

Are

New

Zea

lander

sbra

nd

loyal

Dis

trib

uto

rG

row

ing

awar

enes

sof

bra

ndin

g

Bra

ndin

gre

pre

sents

consi

sten

tqual

ity

Cos

tis

still

anis

sue

Kee

nto

see

gro

wth

of

bra

nds

inst

ore

Mis

conce

pti

onth

at

ZE

SP

RI

was

the

new

nam

efo

ra

kiw

ifr

uit

var

iety

T

his

issl

owly

chan

gin

gan

dpeo

ple

now

reco

gnis

eth

atth

e

bra

nd

stan

ds

for

hig

h

qual

ity

NZ

kiw

ifr

uit

Nee

da

12-m

onth

supply

of

ZE

SP

RI

Yes

W

eai

mto

wor

k

wit

hpro

duce

rsto

dev

elop

bra

nds

that

are

excl

usi

ve

toou

rch

ain

Ifpeo

ple

like

the

bra

nd

then

they

are

loyal

how

ever

ifth

epri

ceis

too

hig

hth

eyw

ill

go

wit

hou

tth

epro

duct

Mar

ket

anal

yst

ZE

SP

RI

Inte

rnat

ional

Bra

nd

man

ager

ZE

SP

RI

Inte

rnat

ional

Bra

nd

equit

yis

a

reas

sura

nce

that

hel

ps

the

cust

omer

purc

has

e

but

doe

snrsquot

dir

ectl

yle

ad

toth

epurc

has

e

Bra

nds

offr

uit

nee

dto

be

linked

toim

ages

ofhig

h

qual

ity

and

consi

sten

cy

Ther

eis

som

ere

cognit

ion

inm

ore

dev

elop

ed

mar

ket

ssu

chas

Ger

man

yan

dJa

pan

but

not

much

else

Hig

hre

cognit

ion

attr

ade

level

and

inti

me

trad

e

will

hel

pbuild

bra

nd

equit

yw

ith

consu

mer

s

Bra

ndin

gis

the

only

mea

ns

ofse

par

atin

g

you

rpro

duct

from

sim

ilar

pro

duct

sin

the

sam

eca

tegor

yIt

isal

so

the

only

link

that

consu

mer

sca

nfo

rm

wit

hyou

rco

mpan

y

Bra

nds

hel

pto

rein

forc

e

mes

sages

such

as

qual

ity

countr

yof

orig

invar

iety

and

can

add

anem

otio

nal

dim

ensi

onto

the

pro

cess

New

Zea

lander

sst

ill

tryin

gto

under

stan

d

bra

nd


389




sample

Item Percentage


Agelt 20 321-35 6136-50 22gt 50 14




BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References

















387





(3) brand awareness


(5) demographics



BFJ1036

388


Inte

rvie

wee

Bra

nd

equit

yfo

rfr

esh

fruit

Bra

nd

equit

yfo

rZ

ESP

RI

Isth

ere

mer

itin

bra

ndin

g

fres

hfr

uit

Are

New

Zea

lander

sbra

nd

loyal

Dis

trib

uto

rG

row

ing

awar

enes

sof

bra

ndin

g

Bra

ndin

gre

pre

sents

consi

sten

tqual

ity

Cos

tis

still

anis

sue

Kee

nto

see

gro

wth

of

bra

nds

inst

ore

Mis

conce

pti

onth

at

ZE

SP

RI

was

the

new

nam

efo

ra

kiw

ifr

uit

var

iety

T

his

issl

owly

chan

gin

gan

dpeo

ple

now

reco

gnis

eth

atth

e

bra

nd

stan

ds

for

hig

h

qual

ity

NZ

kiw

ifr

uit

Nee

da

12-m

onth

supply

of

ZE

SP

RI

Yes

W

eai

mto

wor

k

wit

hpro

duce

rsto

dev

elop

bra

nds

that

are

excl

usi

ve

toou

rch

ain

Ifpeo

ple

like

the

bra

nd

then

they

are

loyal

how

ever

ifth

epri

ceis

too

hig

hth

eyw

ill

go

wit

hou

tth

epro

duct

Mar

ket

anal

yst

ZE

SP

RI

Inte

rnat

ional

Bra

nd

man

ager

ZE

SP

RI

Inte

rnat

ional

Bra

nd

equit

yis

a

reas

sura

nce

that

hel

ps

the

cust

omer

purc

has

e

but

doe

snrsquot

dir

ectl

yle

ad

toth

epurc

has

e

Bra

nds

offr

uit

nee

dto

be

linked

toim

ages

ofhig

h

qual

ity

and

consi

sten

cy

Ther

eis

som

ere

cognit

ion

inm

ore

dev

elop

ed

mar

ket

ssu

chas

Ger

man

yan

dJa

pan

but

not

much

else

Hig

hre

cognit

ion

attr

ade

level

and

inti

me

trad

e

will

hel

pbuild

bra

nd

equit

yw

ith

consu

mer

s

Bra

ndin

gis

the

only

mea

ns

ofse

par

atin

g

you

rpro

duct

from

sim

ilar

pro

duct

sin

the

sam

eca

tegor

yIt

isal

so

the

only

link

that

consu

mer

sca

nfo

rm

wit

hyou

rco

mpan

y

Bra

nds

hel

pto

rein

forc

e

mes

sages

such

as

qual

ity

countr

yof

orig

invar

iety

and

can

add

anem

otio

nal

dim

ensi

onto

the

pro

cess

New

Zea

lander

sst

ill

tryin

gto

under

stan

d

bra

nd


389




sample

Item Percentage


Agelt 20 321-35 6136-50 22gt 50 14




BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References
















BFJ1036

388


Inte

rvie

wee

Bra

nd

equit

yfo

rfr

esh

fruit

Bra

nd

equit

yfo

rZ

ESP

RI

Isth

ere

mer

itin

bra

ndin

g

fres

hfr

uit

Are

New

Zea

lander

sbra

nd

loyal

Dis

trib

uto

rG

row

ing

awar

enes

sof

bra

ndin

g

Bra

ndin

gre

pre

sents

consi

sten

tqual

ity

Cos

tis

still

anis

sue

Kee

nto

see

gro

wth

of

bra

nds

inst

ore

Mis

conce

pti

onth

at

ZE

SP

RI

was

the

new

nam

efo

ra

kiw

ifr

uit

var

iety

T

his

issl

owly

chan

gin

gan

dpeo

ple

now

reco

gnis

eth

atth

e

bra

nd

stan

ds

for

hig

h

qual

ity

NZ

kiw

ifr

uit

Nee

da

12-m

onth

supply

of

ZE

SP

RI

Yes

W

eai

mto

wor

k

wit

hpro

duce

rsto

dev

elop

bra

nds

that

are

excl

usi

ve

toou

rch

ain

Ifpeo

ple

like

the

bra

nd

then

they

are

loyal

how

ever

ifth

epri

ceis

too

hig

hth

eyw

ill

go

wit

hou

tth

epro

duct

Mar

ket

anal

yst

ZE

SP

RI

Inte

rnat

ional

Bra

nd

man

ager

ZE

SP

RI

Inte

rnat

ional

Bra

nd

equit

yis

a

reas

sura

nce

that

hel

ps

the

cust

omer

purc

has

e

but

doe

snrsquot

dir

ectl

yle

ad

toth

epurc

has

e

Bra

nds

offr

uit

nee

dto

be

linked

toim

ages

ofhig

h

qual

ity

and

consi

sten

cy

Ther

eis

som

ere

cognit

ion

inm

ore

dev

elop

ed

mar

ket

ssu

chas

Ger

man

yan

dJa

pan

but

not

much

else

Hig

hre

cognit

ion

attr

ade

level

and

inti

me

trad

e

will

hel

pbuild

bra

nd

equit

yw

ith

consu

mer

s

Bra

ndin

gis

the

only

mea

ns

ofse

par

atin

g

you

rpro

duct

from

sim

ilar

pro

duct

sin

the

sam

eca

tegor

yIt

isal

so

the

only

link

that

consu

mer

sca

nfo

rm

wit

hyou

rco

mpan

y

Bra

nds

hel

pto

rein

forc

e

mes

sages

such

as

qual

ity

countr

yof

orig

invar

iety

and

can

add

anem

otio

nal

dim

ensi

onto

the

pro

cess

New

Zea

lander

sst

ill

tryin

gto

under

stan

d

bra

nd


389




sample

Item Percentage


Agelt 20 321-35 6136-50 22gt 50 14




BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References

















389




sample

Item Percentage


Agelt 20 321-35 6136-50 22gt 50 14




BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References
















BFJ1036

390













391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References

















391





Descriptor Mean SD






BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References
















BFJ1036

392







393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References

















393




Descriptor

F Femalepositive

responsea















Descriptor Mean SD


BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References
















BFJ1036

394






395






BFJ1036

396







397




BFJ1036

398






399

Notes




References

















395






BFJ1036

396







397




BFJ1036

398






399

Notes




References
















BFJ1036

396







397




BFJ1036

398






399

Notes




References

















397




BFJ1036

398






399

Notes




References
















BFJ1036

398






399

Notes




References

















399

Notes




References
















46 Creating Value Through Brands

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Transcript of 46 Creating Value Through Brands