As sales and media channels become more fragmented, it is increasingly difficult to reach and engage consumers. Join this webinar to hear how MLA is reshaping its domestic and international marketing programs to stay relevant and drive more impact from marketing investments.
Read the Q&As from the panel session:
Questions that were answered live during the webinar (please refer to recording above to hear the answers)
- What can we do about the lack of differentiation between methane emitted by stock (carbon is already cycling in atmosphere) and methane emitted by fossil fuels?
- How do we market the sustainability credentials of some products and extract a premium that can be passed to producers?
- Any details on social media engagement?
- What is MLA’s strategy in response to the fast-growing competition from US in the Chinese market?
- Is lamb a growth opportunity in Japan?
Questions taken on notice and answered following the webinar
- Do you see the Australian/Chinese political situation worsening and, if so, what will be the repercussions on Aussie red meat – or is it just being overstated by the media?
It's difficult to predict how the political relationship will evolve in the near future, but we believe the clouds will clear eventually. We see the impact on trade in two folds: firstly, Australia being a global exporter, as long as China continues to import, the demand will absorb supply, e.g. from US, which will create opportunities in other markets for Australia. Secondly, even with plant suspensions, Australia still has 35 plants that can access the market and the industry has potential to internally adjust/shift its supply, if it chooses to, and dial up its export volume to China.
- If we are trying to get nutrition front and centre for people, why aren't we focussing on the key benefits of purely grass-fed beef and lamb for health and nutrition and also for environmental concerns over other proteins?
- What are your top 3 impacts globally? Lots of touch points and awareness, but where does the rubber hit the road from quantifying the impact of the marketing dollars that have been spent by MLA?
There are six strategic pillars, with more than 10 key bodies of work, across the international markets group, giving the team clarity and focus. We still manage hundreds of distinct marketing activities across a given year, but all of them contribute in some way to the accomplishment of our goals, and there is a thorough approval and evaluation process to make sure we are always improving.
The biggest opportunities still exist where the most target consumers are situated, now and into the future. So that means growing (or maintaining) Australia’s preferred country-of-origin status in the large Asian markets (China, Japan, Korea, US and fast-growing parts of SEA) by working together with the biggest customers and accounts and by finding and engaging the maximum amount of consumers possible with compelling and relevant messages. There is also an ongoing need to develop our presence in markets that present new opportunities for industry (such as UK and Canada), and working with partners to plug away at the technical trade barriers that cost our industry billions each year.