Marketing Plan Sample 2 - Carlos D

Vista previa del material en texto

1 
 
 
 
 
Angel Seafoods Holdings Ltd 
Marketing Plan 
 
 
 
 
 2 
Executive Summary 
 
Angel Seafood Holding Ltd is an ASX listed company and the largest producer of Pacific 
Oysters in Australia. It has a corporate growth strategy that will double oyster production 
over the next 3-years. The purpose of this marketing plan is to target, cost and plan the near-
term expansion of the company into new, additional market segments. It has been drawn up 
using Kotler et al. (2019) methodologies and is under-pinned by a marketing situation 
analysis researched earlier. The company’s value proposition has been reviewed together 
with a review of the current market, the company and its product, competition, plus 
marketing channels and logistics. 
 
The global market was segmented into two segments: geographical and the price customers 
are willing to pay for oysters (value). The segments chosen for Angel Seafood to pursue 
were Hong Kong, Singapore and Japan, leveraging off pre-Covid experience in Hong Kong 
and targeting high-end retail, wholesale and foodservice customers. A 6-month plan is 
provided to establish Angel Seafood in the chosen segments, with the additional financial 
objectives of: 
 
• Achieving a regular monthly sales revenue from the chosen segments of greater than 
$56,460 within one year 
• Achieving a first year’s sales revenue from the chosen segments of greater than 
$250,000 
 
The marketing mix strategy recommended is firstly, to promote the value proposition of 
Angel Seafood through the 3-levels of product attributes/features. Secondly, pricing should 
be value-costed and thirdly, distribution should employ a multi-channel, selective strategy. 
Finally, all 4-promotional strategies should be adopted with a focus on advertising and 
personal sales to endorse the customer service aspects of the customer value proposition. 
 
It is recommended that a budget of $100,000 is allocated to this initiative and that the 6-
month plan is endorsed to establish Angel Seafood in the chosen segments: thereafter, growth 
to achieve the financial objectives should be subsumed into normal operations to become 
business as usual. 
 3 
Going forward, the platform in Hong Kong, Singapore and Japan, established under this 
initiative, should enable Angel Seafood to further penetrate the high-end Asian oyster market. 
 
 
 
 4 
Table of Contents 
 
Lead Page 
........................................................................................................... 
1 
Executive Summary 
........................................................................................... 
2 
Table of Contents 
............................................................................................... 
4 
Introduction 
........................................................................................................ 
5 
Summary of Current Marketing Situation 
......................................................... 
6 
Segmentation, Targeting and Positioning 
…………………………………….. 
10 
Objectives and Issues 
......................................................................................... 
12 
The Marketing Mix Strategy 
............................................................................. 
13 
December 2021 to November 2022 - Promotional Plan 
.................................... 
15 
Marketing Budget 
............................................................................................. 
16 
Recommendations 
............................................................................................. 
17 
 5 
Appendix 1. Representation of Multi-channel Distribution 
.............................. 
19 
Appendix 2. Farmgate Price of South Australian Pacific Oysters er Dozen 
..... 
20 
References 
.......................................................................................................... 
21 
 
 
 
 
. 
 
 6 
Introduction 
 
Angel Seafood was listed on the Australian Securities Exchange (ASX) in February 2018 and 
has a present market value of $22M (ASX, 2021a). The company operates from the Eyre 
Peninsula in South Australia (SA) and is currently the largest producer of Pacific Oysters in 
Australia (Small Caps, 2021). This marketing plan is structured using the methodologies 
devised by Kotler et al. (2019). In-line with the company’s 3-pillar growth strategy (Angel 
Seafood, 2021b), the plan aims to analyse and segment the global market and then target, cost 
and plan the near-term expansion of the company into appropriate, additional market 
segments. 
 
 7 
Summary of Current Marketing Situation 
 
Value Proposition - Angel Seafood’s value proposition is their ability to sole-supply 
consistently high quality, uniquely tasting oysters from the prestigious Coffin Bay, using 
wholly sustainable practices. Angel Seafood is one of only 2 oyster producers worldwide that 
is certified both sustainable (Friend of the Sea, n.d.) and organic (National Association for 
Sustainable Agriculture Australia, n.d.). 
 
Market Description - Prior to the Covid-19 pandemic, Angel Seafood largely supplied the 
Australian wholesale and food service markets, with approximately 15% of its product going 
to export in Hong Kong. However, since the pandemic Angel Seafood has not been able to 
supply the export market and food service has been negatively impacted. To offset this 
potential loss, the Company has successfully refocused its target market towards the 
Australian retail segment (Nichols, 2021). 
 
According to the Fisheries Research and Development Corporation (FRDC) (2019, p. 26), 
60% of seafood is purchased from supermarkets, 15% from seafood markets and only 8% 
from seafood shops; however, “only 20% of supermarkets sell oysters” (Kitney, 2021). 
Oyster consumption is distributed relatively evenly across the 20 to 59-year age group with 
restaurants being the primary place of consumption (Kow et al. 2008. p. 247-253). This view 
is supported by an FRDC (2019, p. 72) report, which states that the amount of seafood 
consumed is similar across millennial, Gen X and Boomer age groups to within 5%. 
Using data provided by Food and Agriculture Organization of the United Nations (2021), the 
global market for oysters has been steadily growing since 2008; however, Australia only 
accounts for 0.4% of the world oyster production. 
The Australian population has grown by an average of 340,500/year (1.39%) since 2015 and 
the SA population by 12,867/year (0.75%) (Australian Bureau of Statistics, 2021). The 
population of Asia has grown by approximately 1% per year since 2020 according to 
Worldometers (2021). Consequently, Angel Seafood is positioned within a growing potential 
domestic and export customer-base. 
 
 8 
 
Company Review - Angel Seafood is headed by a relatively young, well-qualified and 
experienced, diverse leadership team (Angel Seafood, 2021a) and has enjoyed year-on year 
growth since listing on the ASX in 2018 (ASX, 2021a). Furthermore, the company has a 
robust growth plan to double production over the next 3-years from 10M to 20M oysters 
annually (Nichols, 2021). The oyster spat and much of the infrastructure is already in place 
to achieve this (S. Matele, personal communication, Oct 5, 2020). Angel Seafood (2020) 
asserts that the company is at the leading edge of oyster farming technology; it employs state-
of-art ‘flip-farming’ and ‘long-line’ technology and is involved with the trial of ‘triploid’ 
oysters, genetically bred to facilitate year-round harvesting. An innovative multi-bay strategy 
across 3-bays in the Eyre Peninsula SA, provides for business continuity and contributes to a 
unique taste (Angel Seafood, 2021b). 
 
Product Review - According to Schrobback and Rolfe (2020, p. 6), the native Sydney Rock 
Oyster grown in NewSouth Wales (NSW) and Queensland (Qld) and the introduced Pacific 
Oyster, grown in SA and Tasmania (Tas), make up 95-98% of the total edible oyster 
production in Australia. In addition, the Flat or Angasi Oyster is also grown on a limited 
commercial basis in Qld, NSW and SA. Angel Seafood exclusively produces the Pacific 
Oyster (Angel Seafood, 2020). The key advantage the Pacific Oyster has over its rival 
species is a significantly higher yield and growth rate (Smaal et al., 2019, p. 62). However, 
Scanes et al. (2016, p.425) state that the Pacific Oyster is a concern for some States as it is 
considered invasive/feral. Davis (2016) highlights the threat of Pacific Oyster Mortality 
Syndrome (POMS) which has devasted the industry in the past; POMS does not affect other 
species. However, there have been significant advances in the production of disease resistant 
oysters (de Lorgeril et al. 2020; Puddy, 2016). An additional threat to the industry comes 
from Global Warming; oysters are vulnerable to consequent temperature and chemical 
changes in their environment, described by Pereira (2020) and Wolfson (2020), amongst 
others. Notwithstanding, “Australia has earned a worldwide reputation as a supplier of safe, 
high-quality seafood” (Austrade, 2015). Research conducted by Clark and Johnson (2016) 
supports the company’s claim that its farms are positioned in some of the cleanest waters in 
Australia. 
 
 9 
Competitive Review - Competition for the Australian market is wholly domestic due firstly, 
to the government’s ban on live seafood imports (Department of Agriculture, Water and the 
Environment 2021) and secondly because 97% of oysters consumed are fresh, not frozen 
(FRDC, 2010). There are 150 farms in SA and approximately 530 farms country-wide 
(Oysters Australia 2020a); however, the most significant competitors are: 
 
• Tasmanian Oyster Company is the second largest Pacific Oyster producer in 
Australia, holding both organic and sustainability certification. The company posted 
an EBITDA of $3.5 million for FY21 (Tasmanian Oyster Company, 2021) 
 
• Australian Oyster Coast is a farmer-owned corporate of approximately 70 farms, 
producing 1.3 million dozen native Sydney Rock Oysters per year. Backed by private 
equity group Roc Partners, Oyster Coast is potentially listing on the ASX in the near-
term (Evans, S. 2021). 
 
• East 33 is a progressive consortium of farms recently listed on the ASX growing the 
Sydney Rock Oyster. The company returned an FY21 EBITDA of $2.8 million (East 
33, 2021) and has a market capitalization of $55M (ASX, 2021b) 
 
• Yumbah Aquaculture, a key SA Abalone grower, was established as an oyster 
hatchery after the Tasmanian POMS outbreak in 2016 decimated SA oyster 
production (Stock Journal, 2020). The company is currently the main supplier of spat 
oyster to Angel Seafood. It has recently merged with Cameron Oysters, one of 
Tasmania’s largest oyster operations making Yumbah a significant competitor (Breen 
& Neindorg, 2021). 
 
The challenge for the export market is breaking into markets largely satisfied by domestic 
production: “less than 5% of total world bivalve production enters international markets, one 
of the lowest proportions in seafood trade” (Seafish, 2021). 
 
Channels and Logistics Review - According to the CFO, Angel Seafood, oyster farming is 
not particularly supplier dependent once a company is established, other than for the critical 
supply of oyster spat (S. Matele, personal communication, Oct 5, 2020). Angel Seafood has 
the production capacity to sole-supply the market without the necessity for customers to 
 10 
procure from multiple sources through brokers as is typically the case in the Australian 
industry (Small Caps, 2021). Consequently, both direct and indirect supply options are 
available. The company currently supplies domestic wholesalers, retailers and the food 
service industry (Angel Seafood, 2021b). The significant logistical challenge all oyster 
producers face is the perishable nature of the product; oysters are typically maintained at 
approximately 4.4 deg C in cold chains (Love et al. 2020). At this temperature, live oysters 
can be transported and stored for up to 12 days without noticeable deterioration to quality 
(Lopes Da Costa, p. 81, 2018). 
 
 
 
 11 
Segmentation, Targeting & Positioning 
For the purposes of this plan, the market has been segmented geographically and by price 
range as follows: 
Geographical Segmentation 
Segment Commentary 
Domestic Already have a strong share of all channels 
New Zealand New Zealand has a strong oyster industry and enjoys much of the value 
proposition offered by Angel Seafood 
Hong Kong, Japan and 
Singapore 
Angel Seafood has a presence in Hong Kong which can be used to leverage 
a footprint in wider-SE Asia 
Wider Asia Elements of this segment might be targeted as Angel Seafood’s presence in 
the Hong Kong segment gains momentum 
Rest of the World A ‘bridge too far’ at point in time given the logistical challenge of 
transporting chilled products over significant distances 
Price-range Segmentation 
Segment Commentary 
Commodity (low-end price) Fish markets, wholesalers, fish shops, street sales, high street shops 
Mid-market (mid-range price) Supermarkets, restaurants, some wholesalers, brokers/agents 
High-end (more expensive) High-end restaurants, international hotels, gourmet supermarkets, quality 
wholesalers, selected brokers/agents 
This segmentation strategy was selected because it fits Angel Seafood’s existing business 
model and there is no definitive age or gender demographic bias in buyer behavior (Kow et 
al. 2008. p. 247-253 and FRDC, 2019, p. 72). 
A muli-segment strategy is recommended targeting the high-end price range segment of the 
market in the Hong Kong, Japan & Singapore segment. The high-end segment is targeted 
because Angel Seafood cannot compete in Asia in the other 2-price segments. According to 
Botta (2020), Asia was responsible for 95% of global oyster production, China alone was 
responsible for 86% of global production. South Korea and Japan are the second and third 
largest producers globally, producing 299,000 metric tonnes and 159,000 metric tonnes in 
2016 respectively. By way of comparison, in 2018 Australia produced only 6,558 tonnes of 
oysters (Seafish.org, 2021). Conversely, Angel seafood can compete in the high-end price 
range leveraging off the clean, green reputation of Australian product (Austrade, 2015); in 
Japan, Australian oysters have been specifically advertised as Novovirus-free (Loew, 2015) 
Hong Kong was selected as a component of a separate geographical segment because Angel 
Seafood has a successful history of trading with businesses in Hong Kong and can leverage 
 12 
off experience and existing contacts in the province. Hong Kong is a staging for Australian 
export into other countries in the region. It has a wealthy population of over 7.4 million and 
hosted over 58 million visitors in 2017, 41 million of which were from mainland China 
(Australian Trade and Investment Commission, 2021a). The countries segmented with Hong 
Kong: Japan and Singapore, have been chosen due to their relative proximity to Australia, 
and the relative ease of air transportation from Adelaide either direct or through Hong Kong. 
In addition, Hong Kong, and Japan rank in the top 5 Asian countries for annual consumption 
of Seafood per capita: Hong Kong is ranked number 1 - consuming 70.75kg/person and Japan 
is ranked 5th consuming 45.49kgs/person (Our World in Data, 2021). Singapore consumes 
less seafood per capita – 22kgs/person (Hirschmann, 2021) but has a wealthy population of 
5.5 million, is recognized as a business hub for multi-national business’ and is an established 
importer of Australian goods valued at $1.6 billion in 2016 (Australian Trade and Investment 
Commission, 2021b).13 
Objectives and Issues 
 
The objective of this marketing plan is to target, cost and plan the reestablishment of export 
sales to Hong Kong and establish sales to Singapore and Japan. The financial objectives are 
as follows: 
 
• Firstly, to achieve a regular monthly sales revenue from the chosen segment 
equivalent to the total pre-Covid-19 revenue from Hong Kong of $56,460 (Angel 
Seafood, 2019), within one year. 
• Secondly, to achieve a first-year revenue from this segment of in excess of $250,000. 
 
It is estimated this plan will be approved by 30 November 2021. 
 
The key issues with this initiative are firstly, that Angel Seafood currently has no presence in 
Singapore or Japan so trade barriers, entry costs, applicable legislation and so forth, will need 
to be explored further. Secondly, a robust supply chain for a chilled product will need to be 
established to all 3-countries to ensure product quality and the highest standards of customer 
service are maintained in-line with the customer value proposition proposed. 
 
 
 
 14 
Marketing Mix Strategy 
 
Product - The Pacific Oyster offers the chosen segments a core customer value of a 
seafood offering with actual product attributes of a uniquely tasting, organic oyster, grown 
in the ‘clean-green’ waters of South Australia using wholly sustainable practices; very much 
in-line with the Company value proposition. In addition, the product value proposition will 
be augmented with the opportunity to enjoy the ‘oyster experience’ through the Halo Club, a 
customer satisfaction guarantee and first-class order/delivery service. 
 
Price - Remaining cognizant of cost price and competition pricing the pricing proposition 
recommended is wholly value-costing. Looking at the segments selected, it would be 
difficult to compete against domestic competition and competition from other importers, for 
example China, on comparative cost. The best margin can be determined by establishing a 
higher perceived value for Angel Seafood’s oysters through promotion of the value 
proposition. 
 
Distribution - Distribution is key to the successful penetration of the chosen segments. 
There are direct flights from Adelaide to Hong Kong and Singapore; the Japanese element of 
the segment can be serviced through Hong Kong. A selective distribution strategy is 
recommended to ensure the Company can build relationships, consistently meet delivery 
expectations and focus the augmented product attributes directly to the customer. Distribution 
should be multi-channel, direct and indirect to best meet customer needs managed by an 
agent/broker provisionally positioned in Hong Kong - see Appendix 2. 
 
Promotion - The aim the promotion activity is to position Angel Seafood to attract the 
selected overseas, high-end food-service, wholesale and retail segments of the market. A 
promotion mix of all four promotion strategies: advertising, publicity, personal selling and 
sales promotion, should be adopted, with an emphasis on advertising and personal selling. 
Promotion of the product across the segments should be centered on the value proposition 
offered by Angel Seafoods. Revised packaging for overseas orders should promote the 
Australian origin of the product, the quality, unique taste and the sustainable farming 
practices adopted. Labelling should include information written in both English and the 
primary languages of the destination countries. An agent or broker should be appointed, 
nominally to reside in Hong Kong to promote the product and to investigate and optimize 
 15 
supply channels. Face-to-face meetings either digitally or through visits by the selected 
agent, the senior management team and sales & marketing will enhance customer confidence 
in the customer service aspects of the offering. The Halo Club should be included in 
promotions with the website updated to include the multiple languages of the target segments. 
Promotions should specifically target high-end restaurants, hotels and gourmet supermarkets 
for supply either directly or through intermediaries. 
 
 16 
December 2021 to November 2022 - Promotional Plan 
 
The following is an outline promotional plan 
Task Responsible Indicative 
Costs 
Delivery 
Gain approval for Marketing Plan CEO No direct 
cost 
30 Nov 21 
Draw up a project risk management plan CFO 
Reestablish contacts in Hong Kong Sales & marketing $5,000 31 Dec 21 
Investigate market access/trade 
barriers/tariffs to Japan and Singapore 
CFO No direct 
cost 
31 Dec 21 
Review operations staffing requirements Operations No direct 
cost 
31 Dec 21 
Review sales & marketing staffing 
requirements 
Sales & marketing No direct 
cost 
31 Dec 21 
Research and appoint an agent/broker in 
Hong Kong 
CFO/Sales & marketing $5,000 15 Jan 22 
Compile an initial list of potential and 
proven agents and outlets (food service & 
retail) 
Sales & marketing No direct 
cost 
Jan 22 
Design, gain approval and set-up country 
specific packaging/labelling 
Operations/Sales & 
marketing 
$2,500 31 Jan 22 
Draw up a digital media promotional plan 
utilizing fine dining/food service periodicals 
and targeting top-end restaurants/hotels, 
quality retail outlets, etc 
Sales & marketing $2,000 1 Feb 22 
Research, establish and prove preliminary 
supply routes to the 3-countries 
Operations 1,000 1-15 Feb 
1-month targeted digital media advertising 
campaign 
Sales & marketing 15,000 Feb 22 
First delivery to Hong Kong All -- 15 Feb 22 
Routine deliveries to Hong Kong Sales & marketing -- 1 Mar 22 
With assistance from agent/broker identify 
and tour selected potential retail and food 
service customers in all 3-countries 
CEO, CFO, Sales & 
Marketing 
$20.000 28 Feb 22 
Research and cost delivery to each country Operations No direct 
cost 
28 Feb 22 
Update website including Halo Club, with 
language choices 
Sales & marketing $5.000 28 Feb 22 
First delivery to Japan or Singapore All -- 15 Mar 22 
Routine deliveries to Japan and Singapore Sales & marketing -- 15 Apr 22 
Ongoing targeted advertising @ 1,500/mth Sales & marketing $4,500 Mar – 
May 22 
Indicative cost of promotional plan $60,000 Nov 21 – 
May 22 
 
 
 
 
 17 
Marketing Budget 
Note: Plans are already advanced to double production from 10 million oysters to 20 million 
oysters over the next 3-years under the Company’s 3-pillar growth strategy (Angel Seafood, 
2021b). 
Expenditure Cost 
($) 
Income (from overseas sale of 
oysters) 
Value 
($) 
Dec 21 
Visit Hong Kong (Promotional Plan) 5,000 50 dozen oysters 500 
Jan 22 
Research and appoint an agent/broker 
in Hong Kong (Promotional Plan) 
5,000 50 dozen oysters 500 
Packaging, labelling upgrade 
(Promotional Plan) 
2,500 
Recruit additional sales & marketing 
person 
500 
Feb 22 
Marketing (Promotional Plan) 17,000 100 dozen oysters 1,000 
Senior company representative tour of 
potential customers 
20,000 
Research & prove supply routes 1,000 
Website upgrade (Promotional Plan) 5,000 
Additional staff remuneration 6,000 
Mar 22 
Ongoing additional advertising 
(Promotional Plan) 
1,500 500 dozen oysters 5,000 
Additional staff remuneration 6,000 
Apr 22 
Ongoing additional advertising 
(Promotional Plan) 
1,500 1,000 dozen oysters 10,000 
Recruit additional ops person 500 
Op equipment upgrade/purchase 3,000 
Additional staff remuneration 6,000 
May 22 
Ongoing additional advertising 
(Promotional Plan) 
1,500 2,000 dozen oysters 20,000 
Op equipment upgrade/purchase 3,000 
Additional staff remuneration 12,000 
End of Project Phase Business as usual 
Jun 22 -- 3,000 dozen oysters 30,000 
Jul 22 -- 3,500 dozen oysters 35,000 
Aug 22 -- 4,000 dozen oysters 40,000 
Sep 22 -- 4,500 dozen oysters 45,000 
Oct 22 -- 5,000 dozen oysters 50,000 
Nov 22 -- 56,460 dozen oysters 56,560 
Totals $97,000 $293,560 
 
The average farm-gateprice for SA oysters is $11.78/dozen (Oysters Australia, 2020b) see 
Appendix 2. For budgetary purposes 1 dozen oysters, less freight = $10:00 revenue 
 
 18 
Controls 
 
To ensure this Plan remains on track to deliver the desired objectives: a regular monthly 
revenue of $56,460 from the chosen segments within one year and an overall revenue of 
greater than $250,000 from those segments for the first year, the CFO should be given the 
project lead. The CFO should be responsible for the delivery of a project risk management 
plan within one week of the marketing plan being approved. A fortnightly meeting of all key 
internal stakeholders including the appointed overseas agent, should be scheduled to review 
progress and resolve issues. Progress against plan should be reported to the CEO at the 
monthly senior management meeting. 
 
 
Recommendations 
 
In line with its growth strategy and taking advantage of increasing production capacity, it is 
recommended that this marketing plan, targeting new export markets to complement its 
growing domestic retail and foodservice markets, is endorsed. To identify the appropriate 
area for growth, the global market should be segmented geographically and by the price 
consumers are willing to pay for the product (value). Given this segmentation, the 
geographical segment recommended is Hong Kong, Singapore and Japan, leveraging on the 
pre-Covid experience Angel Seafood has with Hong Kong. Furthermore, Angel Seafood 
should position itself to target the high-end market segment. 
 
The marketing mix strategy recommended is to promote the core product of a seafood 
offering, with attributes of uniqueness, quality and sustainable production practices, 
augmented with an exemplary customer experience. The product should be value-costed and 
distributed using a multi-channel, selective distribution strategy. All 4-promotional strategies 
should be adopted with a focus on advertising and personal sales to endorse the customer 
service aspects of the customer value proposition. 
 
To support the project, an agent should be appointed and stationed in Hong Kong to assist 
with promotional activities and support logistical arrangements. It is considered that two 
additional staff members will need to be recruited: operations and sales and marketing. 
 
 19 
It is recommended that an operating budget of $100,000 is allocated to this initiative with the 
two financial objectives of achieving a regular monthly revenue of $56,460 from the chosen 
segments within one year and achieving an overall revenue of greater than $250,000 over the 
first year. The initiative is achievable under this 6-month plan to establish Angel Seafood in 
the chosen segments with the remaining 6-months of growth embedded in operations as 
‘business as usual’. It is recommended that the initiative is supported by a comprehensive risk 
management plan with controls of fortnightly meetings to assess progress against plan and 
monthly upward reporting. 
 
It is recommended that this marketing plan is approved by 30 November 2021. 
 
(2730 words) 
 
 20 
Appendix 1 to of Angel Seafoods Holdings Ltd - Marketing Plan 
Representation of Multi-channel Distribution 
 
 
Angel Seafoods 
Distributor A 
Food Service Country B 
 
Retail Country B 
 
Food Service Country A Retail Country A 
Distributer B 
Agent/broker 
Note: This model is an adaptation of 
 21 
Appendix 2 to Angel Seafoods Holdings Ltd – Marketing Plan 
 
Farm Gate Price of South Australian Pacific Oysters per Dozen (Oct 2020) 
 
 
 
 Oyster Size (Australian Seafood Grading System) 
 Bistro Buffet Standard Large Jumbo 
Pr
ic
e 
(p
er
 
do
ze
n)
 Highest $ 10.00 11.00 13.00 
Average $ 8.47 9.57 10.85 14.00 16.00 
Lowest $ 7.20 8.85 9.30 
 Average price/dozen for budget purposes $11.78 
 
Note. Adapted from Oysters Australia. (2020b). National oyster market report – November 
2020. https://ef6ecbde-ef4e-47c2-8176-63c142db431b.filesusr.com/ugd/9e5536 
_c8e221a666f3473c97c125959b524111.pdf 
 
 
 
 
 22 
References 
 
Angel Seafood Holdings Ltd (2019). Annual report for the period ended 30 Jun 2019. 
https://angelseafood.com.au/wp-content/uploads/2019/10/Angel-Seafood-Holdings-
FY2019-Annual-Report.pdf 
 
Angel Seafood Holdings Ltd. (2020). Angel Seafood Website. https://angelseafood.com.au 
 
Angel Seafood Holdings Ltd. (2021a). Annual report for the 6-month period ended 31 
December 2020. https://angelseafood.com.au/wp-content/uploads/2021/04/Angel-
Seafood-Holdings-FY2020-S-Annual-Report.pdf 
 
Angel Seafood Holdings Ltd. (2021b). Market Eye – Emerging Food and Beverage 
Conference 8 June 2021. https://angelseafood.com.au/wp-
content/uploads/2021/06/AS1-Investor-Presentation-ME-conference-_-June-2021.pdf 
 
Australian Bureau of Statistics. (2021). 31010do001_202103 National, state and territory 
population, Mar 21. https://www.abs.gov.au/statistics/people/population/national-
state-and-territory-population/mar-2021 
 
Australian Stock Exchange. (2021a). Angel Seafood Holdings Ltd - AS1. 
https://www2.asx.com.au/markets/company/as1 
 
Australian Stock Exchange. (2021b). East 33 Ltd – E33. 
https://www2.asx.com.au/markets/company/e33 
 
Australian Trade Commission. Australian Government (2015, January). Australia unlimited - 
safe, high quality sustainable. https://www.austrade.gov.au/ArticleDocuments/2814/ 
Aquaculture-and-fisheries-Industry-Capability-Report%20(1).pdf 
 
Australian Trade and Investment Commission. Australian Government (2021a). Export 
Markets – Hong Kong. https://www.austrade.gov.au/australian/export/export-
markets/countries/hong-kong/industries/food-and-beverage 
 
 23 
Australian Trade and Investment Commission. Australian Government (2021b). Export 
Markets – Singapore. https://www.austrade.gov.au/australian/export/export-
markets/countries/singapore/market-profile 
 
Botta, R., Asche, F., Borsum, J. S., & Camp, E. V. (2020). A review of global oyster 
aquaculture production and consumption. Marine Policy, 117. 
https://doi.org/10.1016/j.marpol.2020.103952 
 
Breen, F. & Neindorf, B. (2021, July 29). Tasmanian oyster grower sells business to South 
Australian hatchery. ABC Rural. https://www.abc.net.au/news/rural/2021-07-29/lin-
camerons-yumbah-venture-sale/100333210 
 
Clark, G. F. & Johnson, E. L. (2016). Coasts: coastal waters. In: Australian state of the 
environment 2016, Australian Government Department of the Environment and 
Energy, Canberra. https://soe.environment.gov.au/theme/coasts/topic/2016/coastal-
waters 
 
Davis, J. (2015, Apr 28). 16A National Industry Response to Pacific Oyster Mortality 
Syndrome (POMS) https://www.frdc.com.au/sites/default/files/products/2015-406-
dld.pdf 
 
de Lorgeril, J., Petton, B., Lucasson, A., Perez Valérie, Stenger, P.-L., Dégremont Lionel, 
Montagnani, C., Escoubas, J.-M., Haffner, P., Allienne Jean-François, Leroy, M., 
Lagarde, F., Vidal-Dupiol Jérémie, Gueguen, Y., & Mitta, G. (2020). Differential 
basal expression of immune genes confers crassostrea gigas resistance to pacific 
oyster mortality syndrome. Bmc Genomics, 21(1). https://doi.org/10.1186/s12864-
020-6471-x 
 
Department of Agriculture, Water and the Environment. Australian Government. (2021, 
August 10). Importing live fish to Australia. https://www.awe.gov.au/biosecurity-
trade/import/goods/live-animals/importing-live-fish-aus 
 
 24 
Evans, S. (2021, May 31). The time is right for oyster business float. Financial Review. 
https://www.afr.com/companies/financial-services/time-is-right-for-oyster-business-
float-20210312-p57a7y 
 
Fisheries Research and Development Corporation. (2010, January) Australian edible oyster 
industry business plan 2009 – 2014. CDI Pinnacle Management Pty Ltd. 
https://www.frdc.com.au/sites/default/files/products/2009-729-DLD.pdf 
 
Fisheries Research and Development Corporation. (2019, June). Unpackingthe consumer 
seafood experience a 2019 update. https://frdc.iconinc.net.au/sites/default/files/2021-
06/2019_Unpackingseafoodexperience_report.pdf 
 
Food and Agriculture Organization of the United Nations. (2021). Global data from the Food 
and Agriculture Organization of the United Nations. 
http://www.fao.org/fishery/statistics/global-aquaculture-production/en 
 
Friend of the Sea. (n.d.). Aquaculture certified products and services. 
https://friendofthesea.org/certified-products-and-services 
 
Hirschmann, R. (2021, August 5). Statista. Per capita seafood consumption in Singapore 
from 2011 to 2020. https://www.statista.com/statistics/1038132/per-capita-seafood-
consumption-singapore/ 
 
Kitney, D. (2021, May 17). Laguna shells out for oyster expansion. The Australian. 
https://torrens.idm.oclc.org/login?url=https://www-proquest-
com.torrens.idm.oclc.org/newspapers/laguna-shells-out-oyster-
expansion/docview/2527987200/se-2?accountid=176901 
 
Kotler, P. T., Armstrong, G., Harris, L. C., & He, H. (2019). Principles of marketing (8th 
ed.). Pearson Education Limited. https://public.ebookcentral.proquest.com/ 
choice/publicfullrecord.aspx?p=5978383 
 
 25 
Kow, F., Yu, L., FitzGerald, D. & Grewal, D. Understanding the factors related to the 
consumers’ choices of oysters in Australia - an empirical study. Journal of Food 
Service, 19, 245-253. 
Loew, C. (2015, December 8). Seafood Source. US, Australian oysters find a niche in Japan. 
https://www.seafoodsource.com/news/supply-trade/us-australian-oysters-find-a-niche-
in-japan 
Lopes Da Costa, V. D. (2018). Effects of storage on product quality of bivalves (oysters, 
scallops, and clams) (Master's thesis, The University of Bergen). 
https://hdl.handle.net/1956/18838 
 
Love, D. C., Kuehl, L. M., Lane, R. M., Fry, J. P., Harding, J., Davis, B. J., ... & Hudson, B. 
(2020). Performance of cold chains and modeled growth of Vibrio Parahaemolyticus 
for farmed oysters distributed in the United States and internationally. International 
journal of food microbiology, 313, 108378. 
https://doi.org/10.1016/j.ijfoodmicro.2019.108378 
 
National Association for Sustainable Agriculture Australia - Organic. (n.d.) 
https://nasaaorganic.org.au/organic-products/find-organic-producers-
products/product-search/ 
 
Nichols, N. (2021, 29 January). Angel Seafood – cleaning up in our oceans one oyster at a 
time. http://www.businessnewsaustralia.com/articles/angel-seafood-cleaning-up-in-
our-oceans-one-oyster-at-a-time.html 
 
Our World in Data (2020). Fish, seafood-food – food supply quantity (kg/capita/yr) 
(foa2020). https://ourworldindata.org/grapher/fish-and-seafood-consumption-per-
capita?tab=table&time=earliest..2017 
 
Oysters Australia (2020a). Oysters Australia Strategic Plan 2020-2025. https://ef6ecbde-
ef4e-47c2-8176-63c142db431b.filesusr.com/ugd/9e5536_d00fe37076b14867845 
ac31d473609fb.pdf 
 
 26 
Oysters Australia. (2020b). National oyster market report – November 2020. 
https://ef6ecbde-ef4e-47c2-8176-63c142db431b.filesusr.com/ugd/9e5536 
_c8e221a666f3473c97c125959b524111.pdf 
 
Oysters South Australia (2021). Oysters South Australia Website. https://oysterssa.com.au 
 
Pereira, R. R. C., Scanes, E., Gibbs, M., Byrne, M., & Ross, P. M. (2020). Can prior exposure 
to stress enhance resilience to ocean warming in two oyster species? Plos One, 15(4), 
0228527. https://doi.org/10.1371/journal.pone.0228527 
 
Puddy, R. (2016, Feb 09). Killer returns, oyster farms brace for disaster. The 
Australian. https://torrens.idm.oclc.org/login?url=https://www.proquest.com/newspap
ers/killer-returns-oyster-farms-brace-disaster/docview/1762975081/se-
2?accountid=176901 
 
Schrobback, P., & Rolfe, J. (2020). Describing, analysing and comparing edible oyster 
supply chains in Australia. 
 
Seafish.org. (2021). Oysters – sources, quantities and cultivation methods. 
https://www.seafish.org/responsible-sourcing/aquaculture-farming-seafood/species-
farmed-in-aquaculture/aquaculture-profiles/oysters/sources-quantities-and-cultivation-
methods/ 
Smaal, A. C., Ferreira, J. G., Grant, J., Petersen, J. K. & Strand, Ø. (2019). Goods and 
services of marine bivalves. Springer Open. https://doi.org/10.1007/978-3-319-96776-
9 
Small Caps. (2021, 9 Aug). Angel Seafood continues record oyster sales trend, eyes global 
markets [Video]. https://www.youtube.com/watch?v=4tubpaw659s 
 
Stock Journal. (2020, 5 April). Spat hatchery helps shore up South Australian oyster 
production. https://www.stockjournal.com.au/story/6710566/spat-hatchery-helps-
shore-up-sa-oyster-production/ 
 
 27 
Tasmanian Oyster Company. (2021). Shareholder and market update | winter 2021. 
https://www.tasmanianoysterco.com.au/company-updates/e298d55e-5900-4c4e-b841-
45e845a6151a.filesusr.com/ugd/054a15_c9b103dc7d5a49b4bcbb8321b12f0787.pdf 
 
 
Wolfson, J., Stapleton, M., & Sezen-Barrie, A. (2020). How does climate change affect 
oyster populations? The Science Teacher, 87(5), 43–49 
 
Worldometers.info (2021, November 9). Asia population live. https://www.worldometers. 
info/world-population/asia-population/