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Kellogg RT

Biologically integrated organic dairy and vegetable growing.

Executive Summary

There is great disconnect in society when it comes to externalities and who pays for these. Specifically in agriculture, the common goods be it air, water and soil are getting destroyed by modern farming methods. It is these very foundations that everything is built on, not just a farm or some food. Environmental limits are well and truly being meet here in New Zealand and globally. We cannot continue down this path for too much longer without seriously altering our sources of nutrition, our lifestyles, or finding a new planet and doing it all over again.

As farmers we have a huge responsibility to not only grow food but to care for the land and the resources of the world. Every decision we make when we farm holds environmental consequences, be it good or bad. We need to look for new ways of doing things to ensure our farming systems are not buoyed along by environmental destruction somewhere else. We need to find ways to minimize off farm inputs and start regenerating our soils. We need to keep the land productive but not at the cost of degradation. We need to start effectively managing the complex biological relationships that underpin a farms success, rather than being dependent on synthetic chemicals. We need to work with nature, rather than wage a war against it. We need to increase profitability. We need to find ways to bring community and vocation back to farming.

The objective of this report is quite simply to find a more ‘complete’ and realistic food growing solution for our farm Mingiroa Farm, that can then be modelled and modified to suit other farms not just nationally but globally. Bearing in mind that every farm and farmer is unique so I’m not advocating for a carbon copy approach, but fortunately the fundamentals of nature and life are all the same so hopefully it will provide a good starting point, inspiration or at least bring about some questions.

The research was initially looking at the regenerative agriculture principles to base a more complete food growing off and looking at modern industrial agriculture and where this may be failing. It then looks to our family farm, Mingiroa Farm as a case study and the opportunities present in the current system. With the help of textbooks, journal articles, interviews and Alex Novak a complete model has been planned and budgeted to understand how this may look and the financial implications of shifting and running such a system.

On-farm bio security planning.

Executive Summary

The recent outbreak of Mycoplasma bovis (M. bovis) has shone the biosecurity spotlight directly on the pastoral sector and follows recent serious biosecurity breaches in the horticulture sector with Pseudomonas syringae pv. actinidiae (Psa) devastating kiwifruit orchards in 2010.

Biosecurity in New Zealand is primarily governed through the Biosecurity Act 1993 and is led by the Ministry for Primary Industries (MPI). In 2016 the Government announced a biosecurity initiative managed by Biosecurity New Zealand (MPI) which sought to establish a ten-year plan for managing risk.

MPI, DairyNZ, Federated Farmers and others have developed significant resources to assist farmers in managing biosecurity risk. The industry has long been aware of the risk posed by incursions with KPMG’s Agribusiness Agenda ranking biosecurity as the number one priority for the last eight years.

The objective of this report is to develop an understanding of industry demand for farm specific biosecurity plans and to test appetite for a method of delivery. It deals specifically with the development of an active on-farm biosecurity plan; what it needs to cover, who needs to be involved and how farmers and industry can be assured it is specific and fit for purpose.

An online survey of farmers was developed and distributed through social media platforms Facebook and Twitter. The ten-question survey site recorded 101 unique visits and resulted in 49 completed surveys.

Whilst many farmers are acutely aware of the major sources of biosecurity risk to their business, they don’t necessarily have a clear picture of their obligations, or where a farm plan sits as part of the wider New Zealand biosecurity ecosystem and many feel responsibility sits with them, as guardians of the land, to manage that risk in isolation.

This report highlights farmer desire for assistance in bringing together the various strands of biosecurity information to develop a farm specific plan and for assistance in assessing whether that plan is fit for purpose.  Furthermore, farmers felt it would be beneficial to industry if all farms had an active biosecurity plan.

A conclusion of this report is that a digital approach would enable ease of management for farmers and this aligns with the Biosecurity 2025 ambition to have a digital data commons. Consultation with other food producing industries suggests that any solution should seek to manage risk across the entire pastoral farming sector and develop a digital solution that will provide the ability to share data and manage industry risk collectively.

Managing the national standard of biosecurity plans could be achieved through the use of new micro credentials, or bite-sized qualifications, approved by the New Zealand Qualifications Authority. Primary ITO can develop specific unit standards for a biosecurity micro credential and as such would take responsibility for managing quality and consistency of on-farm biosecurity plans.

A micro credential linked to an on-farm biosecurity plan with the ability to be managed by farmers digitally would provide a fit for purpose solution for industry in terms of managing biosecurity risk and support from milk processors might see it fit seamlessly with existing digital solutions or on-farm schemes.

The New Zealand Government Industry Agreement on Biosecurity Readiness and Response (GIA) forum might provide the best framework to develop digitally enabled on-farm biosecurity plans.

Can a circular economy create added value for New Zealand agriculture.

Executive Summary

The aim of this paper is to clearly define the Circular Economy (CE) concept and showing its potential for NZ agribusiness using mini case studies to provide insights on how we can improve our sustainability and add economic value in an ethically values-based way.  The research methods used for this report involve a literature review and thematic analysis.   The report includes comprehensive recommendations for the primary sector to assist in the transition to a CE.

At a high level, the CE is based on designing out waste and pollution, keeping products and materials in use, and decoupling growth from environmental pressure.  The model distinguishes between technical and biological cycles (where consumption occurs).   Key features of a CE include; the power of circling longer, and the power of cascaded use, closed loops, renewable energy, circular inputs, tight loops, and circular design.

Cradle to Cradle sits at the heart of CE and is a framework that aims to create production techniques that are not just efficient but are essentially waste free.  With Cradle to Cradle the aim is for a positive footprint.

Technology is a key enabler for unlocking the potential of a CE, and this includes disruptive economies such as like Blockchain & Artificial Intelligence.  Examples of this are explored in the report.  The CE will enable new customer relationships as ‘consumers’ become ‘users’. With leasing or ‘performance’ contracts in place, more customer insights are generated for improved personalisation, customisation, and retention.

Consumers need to become more aware of the true environmental and social costs of their purchases and become more conscious consumers as they choose products and services from a CE.  The challenge here is educating consumers and validating the authenticity of the product or service that comes from the CE.  The consumer helps take responsibility for the waste they create.  Consumers can potentially champion change in good behaviour through a CE.

I see the CE providing an important platform for us to disseminate our shared values and purpose with the consumer who in turn must recognise what comes before and goes after their use in the cycle. Our objective for the CE must be aspirational to enable transformational change.

The circular advantage value can be shown in a greater preparedness to pay for high standards of animal welfare and environmental stewardship in a CE. The transition to a circular approach for the economy will be improved with the right mix of incentives and investment from government.  Reducing taxation of labour, especially at the lower end, would help repair activities and other kinds of services in a Circular Economy. Regulation needs to be adjusted to fit circular business models. This will frequently require changes to existing regulation, which is a challenge requiring bi-partisan commitment to ensure agile enduring policy which aids the CE uptake.

We need to attract the best talent into the primary sector to enable the change to a CE. Benefits from a CE are not just improved profitability and environmental outcomes.  Benefits from having high production standards that include positive feedback loops will enable agility and risk mitigation.  Positive feedback loops can provide strategic advantages over competitors giving us greater market access.  This will position us to capture value when mainstream users shift demand. Benefits could go even further providing ability to influence future regulation as we gain back our social license. Aligning our values and practices with the consumer demands through a Circular Economy will enable us to capitalise on this transparency.  There is a need to collaborate to create joint value by working together throughout the supply chain.

Wool is the second most volatile global commodity after sugar so alleviating this cannot be underestimated in underpinning stable farming systems.  Wool can become an essential ‘ingredient’ in CE, transforming it to a valuable renewable resource that is respected for its attributes and positive impact on the environment.  A CE can allow us to tell our story in a coherent manner, showing our primary industries are working with nature.  The primary sector needs strong leadership, clarity in vision and premise for the wool industry to become a successful Circular Economy.  Wool can contribute positively to products that are safe and circular.  It is a great fit for a CE in that it is a renewable fibre with many unique attributes and superior performance to synthetic fibres.  Wool can be safely returned to the environment after multiple uses, biodegrading in under twelve months.

Examining the entire agri-food and fibre chain reveals opportunities at all stages, from primary production using precision agricultural techniques, to the retail-consumer, through to the utilisation of agri-food wastes in the bio economy.  Greater innovation around farm inputs would be demanded by a CE.

When was the last time we as farmers made any significant number of changes because of our customers’ demands?  We reluctantly make changes because of enforced compliance or social pressure rather than leading the way.

Can vertical farming replace New Zealand’s productive land to deliver high quality fruits and vegetables in the future.

Executive Summary

Urban expansion is reducing the availability of some of New Zealand’s most versatile productive land for growing food. Between 2002 and 2016 there has been a 30% reduction in vegetable-growing land across New Zealand (Deloitte, 2018). Due to the abundance of land available, there is a misconception that food crops can simply be grown elsewhere, outside land in demand for housing (Curran-Cournane, 2018). However, New Zealand soils vary widely in quality and versatility. Also, the climate varies across New Zealand.  Fruit and vegetable crops generally need high class and versatile soils and climate requirements vary for crops.

It is estimated that by 2043, demand for fruits and vegetables will be 33% higher than it is in 2018 (Deloitte, 2018). A new way of thinking is required if the challenge of meeting New Zealand’s growing demands for fresh fruit and vegetables is going to be met by the horticultural industry. New Zealanders cannot rely on the way they have always done things to find the answers the country needs now (Deloitte, 2018). This study investigates the potential for vertical farming (that does not rely on productive land) to resolve this issue in New Zealand.

Vertical farming is described as an urban agricultural system of large-scale food production that utilises sophisticated greenhouse methods and technologies within a closed environment to maximise productivity (Kalantari, et al, 2017; Graamans, et al, 2017; and Januszkiewicz and Jarmusz, 2018). High productivity is achieved by fully controlling aspects of cultivation, such as; lighting (exposure levels and time), temperature, humidity, levels of nutrient, growing medium composition and air composition (Graamans, et al, 2017; and Januszkiewicz and Jarmusz, 2018; Pascual, et al, 2018; and Wang, 2018). Crop trays are stacked vertically above one another to maximise the use of space (Banerjee and Adenaeuer, 2013; Molin and Martin, 2018)

While there are many recognised benefits of vertical farming, with the most prevalent being growing independent of weather conditions, the requirement to replace solar energy with electricity for artificial lighting and temperature control, combined with the high capital investment and operational cost, currently outweighs the benefits. This is a limitation in New Zealand where we enjoy high levels of sunshine hours and have enviable growing conditions (KPMG, 2017).

It was found that the type of crops that can be grown in a vertical farm are limited (e.g. leafy greens and herbs) and that vertical farms cannot grow the full range of fruits and vegetables currently grown in New Zealand.

Nothing is currently known about how vertical farming aligns with the cultural values of Maori.

A survey was conducted to gain insight into the understanding of vertical farming in the New Zealand horticulture industry. Interestingly, three respondents had investigated establishing a vertical farm in New Zealand. They did not proceed due to the economic feasibility. There may come a point in the long-term future where vertical farming is economic in New Zealand. Produce grown in a vertical farm may supplement a local market, but would not be suitable for export due to the crop types that can be grown.

The New Zealand Government and Horticulture New Zealand should take a balanced approach to the issue of New Zealand’s diminishing productive land and food security. This would include the proposed National Policy Statement to protect New Zealand’s versatile land and high-class soils; a full review of the risks to vegetable growing in New Zealand; the development of a strategy for the sustainability of domestic fruit and vegetable supply; and earmarking investment into internationally leading technology and innovation for the field of growing, including vertical farming.

Developing a provenance strategy for premium exports: connecting consumer with producer.

Executive Summary

In a knowledge driven world, changes to the buying behaviour of consumers is shaping the need for New Zealand exporters to pivot towards a consumer centric model. This requires us to shape the way we produce and market New Zealand products to fit the demands of the discerning consumer.

Changing consumer buying behavior and the increasing threat from alternative protein products means that we must reposition New Zealand exports to capture the premium market. Putting a focus on building trust with the end consumer is imperative.

A fast-moving consumer market requires products that are fresh, convenient, nutritious and safe to eat, while making the consumer feel good about their purchase.

Provenance is the ability for an end consumer to form an understanding of where products they purchase come from and how the key attributes of that product aligns with their own values. These key attributes include answering the questions; Is this product safe to consume? Where has this product come from? Was it produced in a sustainable and ethical manner?

Our provenance strategy is made up of three key features; brand, supply chain transparency and social licence to operate. Brand represents the way we tell the story of our products to the end consumer, while supply chain transparency provides the evidence. Social licence to operate is achieved through the approval of the end consumer in the way that we produce our products.

For years New Zealand has leveraged off the clean green image as a key brand attribute for our products by creating a vision of sustainable and ethical production. With the rise of digital platforms, trust in the information available to consumers is decreasing. As a result, we can no longer just tell the consumer our story through brand alone, the consumer now demands that we prove it.

Providing authenticated data from across the supply chain in a comprehensive format provides evidence to the consumer that from creation to consumption, that product is aligned with their values. Tools such as Blockchain technology seek to deliver to the consumer a single source of truth of a products lifecycle. Trust in a brand has never been more important. We must seek to find new ways to demonstrate the value of our products to the consumer.

In order to successfully implement our provenance strategy, we need to make changes to our business practices. This research will look at the key demands of the premium consumer and how that effects the way we produce our products behind the farm gate.

This work will be vital for all industry stakeholders who are reliant on exports of our food and fibre products as a means of income. It will also identify key changes that we need to make to our business practices in order to successfully penetrate the premium market.

This research uses a combination of in-depth literature review and qualitative analysis. Including interviews with key industry stakeholders and leaders. This allowed me to develop critical thinking, draw conclusions on our provenance strategy and the effect it has on New Zealand farmers.

From this research, the three key recommendations include the need to move to a consumer-centric model, implement minimum standards for the way we produce our products on farm and the need for rapid uptake of digital recording from behind the farm gate.

In implementing minimum food production standards across all sectors, a framework will allow us to ensure we are lifting the operating standards of all New Zealand producers and mitigating the risk of damage to the national brand. Processor driven incentive schemes will encourage producers to lift the bar on best practice production standards.

Essentially, for us to contribute information about the lifecycle of a product from behind the farm gate we require NZ producers to provide information relating to it. Adoption of on farm digital recording is imperative in order to capture data to contribute to the value chain. More work is required to understand how we can generate the resources required to lift the level of digital literacy of New Zealand farmers.

With change, comes the opportunity to evolve our market strategy and return further value to New Zealand farmers for their efforts.

The struggle is real- attracting and retaining young New Zealanders into dairying.

Executive Summary

For as long as I can remember the dairy industry has struggled to attract and retain people. There are varying reasons for this and these have all culminated in the position the dairy industry currently finds itself in. I am hugely passionate about the dairy industry and have experienced firsthand these staffing issues. This is what has led me to investigate this issue.

The chosen focus for this report is to understand why the dairy industry struggles to attract and retain young New Zealanders. Looking at this from an urban point of view, a short online survey was conducted in four different high schools, to gain insight into what their perception is of dairy farming, how they feel about dairy farming, and would they consider a job in dairy farming.

One of the major themes to come through from the survey was that students had little to no knowledge of what was involved in a dairy farming career. While this was disappointing, it was identified as an area of opportunity. With the correct strategy, real in roads can be made in this area. A surprising result from the survey, was that 22% of respondents would consider a job in dairy farming. This was a surprise given the survey was taken in urban high schools.

A change in attitude towards rosters and hours of work was identified as being an important part of making dairy farming attractive. Moving towards a five days on two days off roster will help to reduce the hours worked each week and make the dairy industry much more appealing.

Changing how employment packages are structured was also identified as being a great way to make the dairy industry very attractive. Valuing all additional benefits, such as accommodation, at market rates will make employment packages far more attractive and competitive.

Attracting and retaining young New Zealanders to the dairy industry will require changing traditional attitudes behind the farm gate towards employment and embracing a new way of thinking when it comes to managing people working on dairy farms. Without change, the industry will be doomed to repeat the mistakes of the past.

People capability in the New Zealand primary industries.

Executive Summary

Major global agri-food trends and changes to the workforce in the future are expected to have an impact on people capability needed in the New Zealand primary industries. With New Zealand’s reliance on exports and competing in international markets, it is recognised that the skills and knowledge will need to keep pace with the evolving demands of society, advances in technology and changing consumer preferences across the global agri-food industry. These are expected to transform the way business is done and in particular how individuals and society interact.

In addition the current government’s focus on sustainability and the environment has also meant there has been a greater emphasis for the primary industries to transition from commodity based agricultural products to high value.  People capability, in particular skills that are required post farm gate, is a core asset that will underpin the success of gaining more value out of the products produced and adapting to the accelerating pace of change.

Focusing on the primary industries people capability requirements post farm gate, in particular concentrating on those that add value to agriculture commodities and/or creating high quality premium products and services, the aim of this research project was to:

  1. Gain an understanding of international agribusiness and workforce trends to identify how these may impact on New Zealand primary industries and the people capability required in future.
  2. Discuss the people capability requirements in relation to the primary industries post farm gate and identify core people capability themes and skill sets required by those adding value to agriculture commodities and/or creating high quality premium products and services
  3. Discuss people capability initiatives currently being undertaken by organisations/sectors in the primary industries in relation to post farm gate requirements.
  4. Identify ways to attract and build talent at a post farm gate level.

Key findings from this research project:

  • It is expected by that there will be many changes to business and within the primary industries in the next 10 years, more so than that has occurred historically. Much of this will be driven by consumer demands and technology advancements. Adapting to these while transitioning to value added export will require different skill sets and capabilities to those needed today.
  • While it is expected that by 2025 around 230,000 people out of a workforce of 369,700 will be required post farm gate, many of the current industry initiatives tend to focus on attracting and building people capability within the farm gate and at a production level rather than having a view to what skills are needed in order to gain more value out of the products produced at other levels along the value chain.
  • Many of the technical skills and qualifications that were thought to be needed post farm gate for those that add value and/or create high quality products/services were customer and market focussed. The importance of the capabilities required to develop markets internationally came through strongly given New Zealand relies on exporting the majority of what is produced by the primary industries. A review of industry people capability initiatives indicates that there is currently only a small focus on this.
  • Although a qualification and/or background in food production or the primary industries is useful, transferable ‘soft’ skills are recognised as being most important given the pace change businesses are experiencing. Agility and adaptability, attitude, communication, empathy and understanding, building relationships were rated as the top skills needed now and in future.
  • There has been a big effort to incorporate agriculture in education and engage youth with the primary industries. However there does not seem to be a supporting or coordinated industry wide approach that captures or connects the pool of potential talent that has been previously building, potentially undoing the work of these initiatives.  This occurs in particular at the post farm gate level.
  • People capabilities post farm gate require a range of skills and qualifications not specific to the primary industries and can be gained through a number of institutions. Currently sectors seem to limit post farm gate talent pool with many focusing on qualifications or specific degrees in relation to agricultural subjects received from a select few institutions.
  • Overwhelmingly the perception of the primary industries is seen as one of the biggest challenges with attracting and building people capability not just at post farm gate, but also within the farm gate. In order to attract the people capability required for the future, it was identified that a consistent overarching story/message that is exciting, relevant, inspiring, that resonates and connects the industry to food rather than the term ‘primary industries’ is fundamental.

The following recommendations are points that warrant further investigation:

  1. Determine and develop an overarching industry wide story to create a consistent message that links sectors and the industry to food more clearly.
  2. Provide increased focus on attracting and developing the skills required post farm gate at differing levels. In particular initiatives to help build international and in-market experience.
  3. Create a central platform to capture and connect the talent that is being built by current initiatives engaging with youth.
  4. Target a wider skill base than the narrow group that is currently being targeted and promoted to by current initiatives.
  5. Further investigate future workforce design and apply this to the post farm gate businesses as a way of attracting, developing and retaining talent in the industry.

There are broader aspects to this subject that have been explored but not elaborated on.  Overall it is hoped that this research project will offer insights and provide discussion points to what is needed in terms of attracting and building people capability post farm gate going forward.

Mechanised silviculture: Opportunities and challenges for the NZ forest industry.

Executive Summary

The New Zealand plantation forest industry currently relies on manual labour to carry out silviculture operations, particularly planting, waste thinning and pruning. However, the industry is currently experiencing significant labour shortages. This is likely to be exacerbated for silviculture operations, particularly for planting in the short-term, with the commencement of the New Zealand Government’s ‘1 Billion Tree’ programme. A potential strategy to overcome the issues of labour shortages for silviculture operations is through mechanisation.

The aim of this study is to provide an insight into the opportunities and challenges of mechanised silviculture for the New Zealand forest industry, with a particular focus on planting, waste thinning and pruning. A review was carried out of the historical and current use of mechanised silviculture in New Zealand and internationally. A survey was also conducted of members of the New Zealand forest industry to attain their views on mechanisation of silviculture.

The review of current technologies showed that for:

  • Planting, there are machines in Sweden, Finland, Canada and South Africa which have potential, though they would likely require adaption to operate effectively and efficiently in New Zealand conditions. Timberlands Ltd is currently trialling one of these machines in Kaingaroa forest.
  • Waste thinning, there are currently some machines in operation in New Zealand, but they are limited to relatively gentle topography. There does not seem to be any other suitable technologies available, particularly for steeper terrain.
  • Pruning, there does not seem to be any technologies that could be readily adopted for use in New Zealand forest conditions.

The results of the survey showed that:

  • Over 90% of respondents had some or significant issues obtaining suitable labour or contractors for planting and thinning.
  • Nearly 60% of respondents believed development and/or implementation of mechanisation for thinning was important for their organisation within the next 5 years. For planting and pruning, this figure was 45%.
  • Over 63% of respondents thought a significant mechanised research and development programme should be developed for either planting, thinning or pruning within the next 5 years.
  • The main benefit of mechanised silviculture for the New Zealand forest industry is that it could reduce the health and safety risk for workers, particularly on steep terrain.
  • The most significant challenge for mechanised silviculture is operating machines on steep and variable terrain, as well as dealing with physical impediments (e.g. slash/logs).

The results of the review and survey indicate that the New Zealand forest industry has two options for implementing mechanisation of silviculture, particularly on steep terrain:

  • Adapt some of the existing mechanised silviculture technologies to enable them to operate effectively and efficiently in New Zealand conditions.
  • Investigate research and development of new technologies.

Implementation considerations include challenges and risks of technology development, the effect of potential labour supply changes on the viability of mechanisation, and social impacts.

It is recommended that the results of this study are presented to the Forest Owners Association’s (FOA) Forest Research Committee to initiate discussion and determine the desire and feasibility of a forest industry mechanised silviculture research and development programme.

Opportunities for the NZ pork industry to compete with imports.

Executive Summary

The aim of this report is to identify opportunities for the NZ pork producers to compete with continued and increase imported pork. The three main areas I have investigated are “WHY?” we need to compete. I investigate the reasons for the increase concentrating on pork production in relation to population data. I studied the imported product, its origin and its form and where it is used. I look at the “WHAT?” we need to compete on. Looking at the drivers for purchase and finally I analyse the attributes of pork, such as price quality, welfare and sustainability to see if we “CAN” compete imports.

The main findings of the report are:

  • Increased population growth
  • Forecast population growth
  • Stagnant domestic pork production
  • Lack of convenient pork products
  • Pork is an affordable protein option
  • Need to find alternative pig feed solutions

My initial thoughts were that this report was always going to be a price comparison and that because imported pork is considered cheaper NZ produced pork would never be able to compete. I have been surprised to find the strong correlation of population growth to increased consumption of imported pork. It has been a positive to see the reliability of predicted population forecasts. I believe this offers NZ pork producers real certainty if they choose to make a positive change.

The aspect of convenience is an area that producers have much less ability to impact but it is an area of particular significance, if they can offer a convenient and affordable product to millennial consumers. NZ pork producers must find ways to form strong relationships with processors, manufacturers and the hospitality sectors.

At times it has been daunting to look at the volume of domestic pork production that is needed to maintain the current position let alone improve it. It is imperative that the industry moves forward and strengthen its position. Pork producers can be positive when they look at this problem as solid progress has been made in welfare, quality and sustainability. There are traceability capabilities within the supply chain and the NZ consumer wants NZ pork. The pig is an animal that has the fantastic ability to turn products that humans can’t eat into something they can. Pig productivity whilst continually improving is not be enough to solve this problem. In the future NZ pork producers must become a more significant industry. With that they will become a significant threat if biosecurity is not maintained at the borders and rather than the industry that can be sacrificed it will be one to be protected. So NZ pork industry you maybe a small group of producers but you are powerful.

Around 95 NZ pork producers:

  • Feed 1.963 million people
  • On average feed over 20,000 New Zealanders each
  • Produce over 82 million meals each year

My recommendation is for the industry to work together and grow. Grow in size, grow in numbers and become an industry that grows rural New Zealand and grows New Zealand.

Indigenous branding creating an emotional connection.

Executive Summary

Global customers are increasingly demanding authentic products and services, and indigenous branding has been recognized as a natural fit to deliver on this. Global trends observe a shift away from traditionally produced premium foods to more sustainable alternatives. This consumers is increasingly concerned of where their product comes from, the impact growing this product has had on the environment, that these people and lands are being looked after and what the indigenous stamp means.

Indigenous branding creates huge opportunity for Maori who consider that land is a living and breathing thing and part of your identity as Maori. It is an inter-generational culture with a 150 year plan, “we are a whakapapa, we are both the past, and the future.”  Maori need to wrap this up in a meaningful way as resonates with the consumer to make an emotional connection, and the whole company needs to align with these brand values.

The purpose of this study was to evaluate two things, 1) what a consumer expects when presented with an indigenous product. 2) How do we give confidence that this product is genuine. This research is carried in two parts. The first is a review of literature published between the 2005 and 2013 period and key themes that come through from this. Part two is a case study evaluating four successful Maori businesses regarding the work they are carrying out around consumer expectations and authenticity.

There was a considerable amount of literature published between 2005 and 2013 regarding indigenous branding and how it could be used to create a point of difference. A key finding of this review is that Maori branding focused on presenting a product that encompassed a set of values as important to the Maori business. The case studies determined that this focus has since been reversed, and is now focused on expressing value as determined by the consumer.

The recommendations of this report are that further research is required to position an indigenous experience to make the consumer feel good and create an emotional connection, and Maori brands need to collaborate more to ensure the market insight work is done to avoid risking market position.