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Executive Summary

The following marketing plan specifically delves into Greening Australia’s Native Seed
Centre for Restoration (NSCR), which provides a range of native flora species to small-
to-large business clients. Through comprehensive primary and secondary research and
liaison with the NSCR, this report proposes potential focus areas for a marketing
strategy that appeals to business-to-business clients, who have been identified as the
core target market. These customers have been segmented further, with the primary
market being identified as businesses within mining, construction and large corporation
sectors, whilst the secondary market includes wholesale nurseries and design
landscapers. These prospective customers formed the basis of primary research, which
provided the foundations for strategy development and resource allocation.

Secondary research was also conducted that uncovered insightful market, competitor
and environmental factors that influence the NSCR’s existing operations, and may have
a bearing on the implementation of the proposed marketing plan. Of particular interest
were the NSCR’s competitors, with their direct competitor being the not-for-profit
organisation, Seeding Natives Incorporated, and their indirect competitors being for-
profit organisations, Toolijooa, Australian Seed, Harvest Seeds and Native Plants and
Seed World Australia.

Nevertheless, taking into account these factors, three critical issues facing the NSCR
were identified which includes:
- Low sales;
- A lack of marketing and promotional strategy; and
- An unidentified target audience.

Through identifying these core issues, specific, measurable, action-orientated, realistic

and time-bound (SMART) objectives were developed that aim to transition the
aforementioned issues into business successes. These included:

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 1. Achieve a 20% increase in awareness amongst native seed buyers by
December 2022.

2. Sell a combined total of 1.5 tonnes of native seed across five medium-to-large
business customers to generate $600,000 of revenue by December 2022.

3. Create formal long-term business agreements with three wholesale nurseries

and landscaping companies and two construction and mining companies by
December 2022.

These objectives laid the foundations for the development of a comprehensive

marketing strategy that took into account the NSCR’s existing capacity and the growth
in which they strive to achieve. These strategies are to be implemented over a 12-
month period, with the proposed strategies following a penetration strategy framework
to acquire maximum profits and market share. The strategies will focus on increasing
awareness and sales amongst business customers, with the overall spend of these
strategies equating to $12,184.31. Despite the overspend in budget, the below
strategies are expected to achieve high returns, with a forecasted return on investment
(ROI) of $762,815.69. The strategies are as follows:

- Post-sale services
- Bulk and referral pricing
- Digital communication development
- Print advertising
- Direct marketing
- Staff development training
- Website design amendments

The duration and scheduling of implementation has been outlined within the strategy
section of the report, with a Gantt chart visually outlining the timetabling included. The
success of these strategies will be tracked and monitored using key performance

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metrics, with contingency plans in place in the event these strategies do not proceed as
anticipated.

Through the successful implementation of the following marketing plan, the NSCR will
dramatically improve their market presence, which will provide a more consistent influx
of customers and sales, helping to ensure the long-term viability of their business.

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Contents
1.0 Introduction............................................................................................................................ 9
2.0 Organisation Analysis.......................................................................................................... 10
2.1 Client Overview................................................................................................................ 10
2.1.1 Ownership................................................................................................................. 10
2.1.2 Size........................................................................................................................... 10
2.1.3 Organisation Structure...............................................................................................11
2.1.4 Products & Services..................................................................................................11
2.1.5 Financial Position.......................................................................................................11
2.2 Mission Statement............................................................................................................ 12
2.3 Assessment of Current Marketing Mix..............................................................................12
2.3.1 Product...................................................................................................................... 12
2.3.2 Place.......................................................................................................................... 13
2.3.3 Price.......................................................................................................................... 13
2.3.4 Promotion.................................................................................................................. 13
2.3.5 People....................................................................................................................... 14
2.3.6 Process...................................................................................................................... 14
2.3.7 Physical Evidence......................................................................................................15
3.0 Market Analysis................................................................................................................... 15
3.1 Market Definition.............................................................................................................. 15
3.2 Market Size...................................................................................................................... 16
3.3 Market Potential............................................................................................................... 16
3.4 Market Structure............................................................................................................... 17
3.5 Market Trends.................................................................................................................. 19
4.0 Environmental Analysis........................................................................................................21
4.1 PESTLE Analysis............................................................................................................. 21
4.1.1 Political and Legal Analysis.......................................................................................21
4.1.2 Environmental Analysis..............................................................................................22
4.1.3 Social Analysis........................................................................................................... 23
4.1.4 Technological Analysis..............................................................................................23
5.0 Customer Analysis............................................................................................................... 25
5.1. Demographic Segmentation............................................................................................25

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 5.2 Geographic Segmentation................................................................................................26
5.3 Behavioural Segmentation...............................................................................................26
5.4 Psychographic Segmentation...........................................................................................26
6.0 Competitor Analysis............................................................................................................. 27
6.1 Competitor Overview........................................................................................................27
6.1.1 Direct Competitors.....................................................................................................27
6.1.2 Indirect Competitors...................................................................................................28
6.2 Threat of Substitute Products...........................................................................................29
6.3 Distinct Competitive Advantage........................................................................................30
6.4 Current Competitor Marketing Strategies and Likelihood of Change in the Future...........30
7.0 Situational Analysis.............................................................................................................. 33
7.1 SWOT Analysis................................................................................................................ 33
7.1.1 Strengths................................................................................................................... 33
7.1.2 Weaknesses.............................................................................................................. 34
7.1.3 Opportunities............................................................................................................. 35
7.1.4 Threats...................................................................................................................... 36
8.0 Critical Issues...................................................................................................................... 37
9.0 Objectives............................................................................................................................ 39
10.0 Target Market.................................................................................................................... 39
10.1. Primary Market.............................................................................................................. 40
10.2. Secondary Market......................................................................................................... 41
11.0 Positioning......................................................................................................................... 42
12.0 Evaluation of Marketing Strategies....................................................................................42
13.0 Marketing Strategy............................................................................................................. 43
13.1 Product Strategy............................................................................................................ 43
13.2 Pricing Strategy.............................................................................................................. 44
13.3 Placement Strategy........................................................................................................45
13.4 Promotional Strategy......................................................................................................45
13.4.1 Digital Communications Development.....................................................................45
13.4.2 Print Advertising.......................................................................................................47
13.4.3 Direct marketing.......................................................................................................47
13.5 People............................................................................................................................ 49
13.6 Physical Evidence and Process.....................................................................................50

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14.0 Implementation Plan.......................................................................................................... 51
15.0 Budget............................................................................................................................... 52
16.0 Financial Forecast............................................................................................................. 52
17.0 Control Procedures............................................................................................................ 55
17.1 Awareness..................................................................................................................... 55
17.2 Sales.............................................................................................................................. 57
17.3 Business Partnerships....................................................................................................58
18.0 Contingency Plan............................................................................................................... 58
18.1 Social Media................................................................................................................... 59
18.2 Website.......................................................................................................................... 59
18.3 Emails/ Phone................................................................................................................ 60
18.4 Trade Shows.................................................................................................................. 60
18.5 Print................................................................................................................................ 61
19.0 Conclusion......................................................................................................................... 61
20.0 References........................................................................................................................ 63
21.0 Appendices........................................................................................................................ 72
Appendix A: Transcript of Client Meeting #1 with Paden Wilson............................................72
Appendix B: NSCR Customer Sales within the Previous Fiscal Year (FY).............................76
Appendix C: Transcript of Client Meeting #2 with Paden Wilson............................................78
Appendix D: Kolter’s Five Product Level Model......................................................................85
Appendix E: Transcript of Client Meeting #3 with Paden Wilson............................................86
Appendix F: Porter's Five Forces Model.................................................................................92
Appendix G: Major Players in the Australian Seed Production Industry.................................94
Appendix H:  SWOT Analysis of the NSCR............................................................................95
Appendix I: The 5-Why Analysis of Critical Issue #1 – Low Sales..........................................97
Appendix J: The 5-Why Analysis of Critical Issue #2 – Lack of Marketing and Promotional
Strategy.................................................................................................................................. 98
Appendix K: The 5-Why Analysis of Critical Issue #3 – Unidentified Target Market...............99
Appendix L: Primary Research Transcript – Local Councils.................................................100
Appendix M: Primary Research Transcripts – National Parks..............................................106
Appendix N: Primary Research Transcripts - Big Businesses..............................................109
Appendix O: Primary Research Transcripts – Landscaping Companies/ Designers............111
Appendix P: Primary Research Transcripts – Wholesale and Community Nurseries...........113

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Appendix Q: Ansoff's Matrix.................................................................................................116
Appendix R: Social Media Mock-up......................................................................................118
Appendix S: Print Media Mock-ups......................................................................................119
Appendix T: E-Newsletter Mock-up......................................................................................120
Appendix U: Trade Show Mock-up.......................................................................................122
Appendix V: “Contact Us” Widget Mock-up..........................................................................123
Appendix W: Implementation Plan Gantt Chart...................................................................124
Appendix X: Budget............................................................................................................. 126
Appendix Y: Pie Graph of Budget.........................................................................................127
Appendix Z: Financial Forecast............................................................................................128
Appendix AA: Presentation Video........................................................................................129
Appendix AB: Group Assignment Cover Sheet....................................................................130

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1.0 Introduction

Greening Australia is a national not-for-profit organisation, specialising in conservation

and revegetation efforts across Australia. Their organisation is built on the foundational
belief that the environment is inextricably connected to the social and economic
wellbeing of Australian citizens, and as such, requires urgent care to allow individuals
and nature to thrive (Greening Australia 2018). By placing increased emphasis on
restoring Australia’s declining biodiversity and creating resilient ecosystems that are
capable of improving the global climate situation, Greening Australia’s organisational
premise is focused on sparking ecological change in the community. In order to
contribute to this organisational goal, Greening Australia’s native seed division, also
referred to as the Native Seed Centre for Restoration (NSCR), aims to sell native seeds
to facilitate participation in regenerative agricultural efforts, with the sales and marketing
efforts of this Strategic Business Unit (SBU) forming the basis of this report.

Composed by six Western Sydney University students, this marketing plan report was
undertaken at the request of Paden Wilson, Operations Lead from the NSCR, and forms
part of the subject MKTG2009 (Spring 2021) Marketing Planning Project assessment.
This marketing plan report encompasses two components—the situational analysis and
implementation plan—to investigate and provide comprehensive solutions to the NSCR
using both primary and secondary research. Such evaluation of the organisation and its
current performance helps to identify and address three critical issues to develop a
viable marketing strategy. The implementation of this report will enable the organisation
to meet its marketing objectives to retain sufficient sales growth and sustain business
operations during a twelve-month period, commencing in December 2021.

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2.0 Organisation Analysis

2.1 Client Overview

2.1.1 Ownership
Greening Australia Ltd is a not-for-profit organisation committed to addressing
Australia’s environmental issues, including declining water quality, soil degradation,
climate change and biodiversity loss, by integrating practical expertise, science and
community engagement (Greening Australia Limited and Controlled Entities 2020). The
executive team, led by Chief Executive Officer Brendan Foran, has had a significant
impact on the organisation’s success since 1982, alongside Chief Operations Officer,
Ian Rollins, who has over fifteen years of experience in leading environmental and
natural resource projects, highlighting his passion for conservation and restoration of
Australia’s landscapes (Greening Australia 2020). The Greening Australia national
branch has ownership and authority over the NSCR’s operations, with both the seed
division and the national team working in close proximity to serve overarching
organisational goals in relation to land conservation and preservation.

2.1.2 Size
According to the Greening Australia (2020) Year in Review report, the 2030 vision of the
national branch is to become a major player across Australia as well as on a global
scale. Their size is evidenced through the scale of their operations, having worked to
establish over 5.3 million native plants, restoring 6,000 hectares of land, repairing 110
hectares of wetlands in the Great Barrier Reef and rehabilitating 13 hectares of gullies
(Greening Australia 2020). Since 2019, Greening Australia has substantially grown their
business profit by $3.1 million and decreased their expenses by $686,000, proving the
financial strength of their national brand (Greening Australia 2020). This further
reinforces the large size of Greening Australia’s non-profit organisation, in relation to
their existing business operations.

When specifically reflecting on their seed sub-branch, the NSCR operates to serve the
Sydney basin and Eastern parts of Australia, which indicates their comparatively smaller

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size than their parent organisation, Greening Australia. Their revenue, as specified in
Section 2.1.5, is also notably smaller than that of the national branch, and as such, the
viability to grow beyond serving the Sydney region is difficult. This growth is also limited
as the seeds sourced are provenance to specific regions. Therefore, their size currently
and within the foreseeable future is small, meaning the marketing efforts are a matter of
capitalising on the full potential of this business, rather than focusing on expansion and
growth.

2.1.3 Organisation Structure

Greening Australia has a traditional business structure and follows the hierarchical
system with how they run their business. This structure is used to create goals of similar
interest for the whole company and allows everyone to work together collaboratively in
their respective fields (Ahmady, Mehrpour & Nikooravesh 2016). The NSCR in particular
consists of a Chief Executive Officer, Chief Financial Officer, Chief Operating Officer,
Director of Seed, Operations Lead, Senior Program Officer and three Program Officers,
all of which work together to serve the needs of the native seed market.

2.1.4 Products & Services

Greening Australia’s native seed services are the cornerstone of their environmental
restoration efforts as they provide resources to other businesses to maximise the
breadth of their conservation efforts in the community. Native seeds are sourced
through Nindethana which was acquired by Greening Australia in 2009 (Nindethana
n.d.). These seeds can be purchased in bulk quantities which enables businesses to
support Greening Australia’s mission and undertake revegetation efforts of their own.

2.1.5 Financial Position

Through liaison with Paden Wilson, who noted the unit price of seeds is between 0.40c
—$1.20, and indicated that the quantities sold within the previous financial year
accumulated to 133,087 seeds (see Appendix A and B), it has been calculated that the
NSCR has generated between $53,234.80—$159,704.40 in revenue. This indicates that
the NSCR is not economically prosperous in comparison to their national organisation,
whose assets have increased from $3,812,500 in 2019 to $4,255,900 in 2020

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(Australian Charities and Non-For-Profit Commission 2021; Greening Australia 2020),
due to the growth of their plants, property and equipment. Given that their operations
are reported to cost $1,000,000 to maintain, it is evident that the NSCR has been
operating at a loss (see Appendix C) and hence, justifies the need for marketing
intervention.

2.2 Mission Statement

Greening Australia’s national brand mission statement:
“We believe that people thrive when nature thrives.” (Greening Australia 2018)

Centred around establishing healthy, productive landscapes where both people and
nature thrive, this overarching goal is to stimulate regeneration and conservation, both
of which have interrelated value to Australia’s native plant populations and habitats.

2.3 Assessment of Current Marketing Mix

The seven marketing mix elements—product, place, price, promotion, people, process,
and physical evidence—addresses the core elements of a marketing strategy to assess
Greening Australia’s current position and strategy, in order to identify potential areas of
growth (Thabit & Raewf 2018).

2.3.1 Product
As a sub-division of Greening Australia’s national company, the NSCR primarily focuses
their products and services on native seeds that are grown, collected and purchased for
resale to corporate clients (Greening Australia n.d.). Native seed varieties are used for
regenerative farming and landscape recovery and are sold in high volumes of over a
kilogram of seeds per each transaction. At the core of the product model (see Appendix
D), Greening Australia’s native seeds are the actual product which serves the purpose
of land regeneration and encourages biodiversity, agricultural resilience and sustainable
agriculture (Shelef, Weisberg & Provenza 2017). In terms of the augmented product,
Greening Australia has acquired national brand reputation amongst stakeholders, that
includes the nature conservationist community (Greening Australia 2018). This
favourable brand positioning and image is transferable to the NSCR, who will benefit

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from Greening Australia’s reputation. Moving forward, their potential product provides
the division with the opportunity to maximise their native seed variations to appeal to the
wider range of customer needs, wants and demands, as well as increasing their existing
stock levels to meet anticipated demand from corporate customers.

2.3.2 Place
The NSCR distributes their products to customers directly through the Cumberland
Seed Production Area and Nindethana native seeds, in which Greening Australia
acquired in 2009 (Greening Australia n.d.; Nindethana n.d.). Distribution expenses are
reduced by selling directly to business customers, thus enabling a strong and consistent
brand message to be maintained, since they can offer their goods under their own
creative control. The pursuit of a direct distribution strategy places greater responsibility
for Greening Australia to coordinate business, marketing and sales efforts in Eastern
Australia.

2.3.3 Price
The NSCR sells their products at a price that is accessible and encourages
conservation and regeneration efforts. The NSCR’s native seeds are marketed at a 65
percent mark-up, with prices ranging from $0.40 to $3 per gram, depending on the
species of the seed (see Appendix A). This competitive pricing strategy sees the NSCR
price their products in accordance to the competitors within the native seed industry.
Setting a high price thus poses risks to brand switching by customers, and as a result,
the NSCR’s pricing methods, including their decision to sell in bulk, helps maintain
favourable brand associations in the minds of customers.

2.3.4 Promotion
The NSCR has yet to engage in any promotional activities, which has hampered their
business growth. The sourcing of prospective customers is currently reliant upon
contacting clients directly, with awareness limited to word-of-mouth and liaising with
existing and new customers. Despite the success in securing several customers, this
method is not feasible to sustain the business in the long-term, and therefore, a
promotional strategy that attracts business customers to the NSCR is essential to

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stimulate growth. Considering the perishable nature of seeds, it is important to establish
promotion for stock turnover and waste prevention since germination rates decline
overtime (Department of Primary Industries n.d.).

2.3.5 People
The NSCR’s internal and external stakeholders play an integral role within this division,
as reinforced by Paden in the initial client meeting (see Appendix A). The sourcing,
collection and selling of native seeds is reliant on a well-trained workforce to supply
seed products and services to business customers. Long-term staff shortages are a
concern, as inclines in demand are pressuring the relatively small Australian native
seed industry to keep up with such growth (Logan 2020). Nevertheless, these
individuals serve the needs of customers as well as help the organisation achieve its
overall objectives.

2.3.6 Process
Native seeds by the NSCR are commonly purchased through direct inquiry via email or
telephone, with contact information found via Greening Australia’s official webpage.
There is a risk that customers can easily overlook the provided contact information
since there is no direct attention drawn to the link, nor calls-to-action with urgency to
encourage inquiry (see Figure 1). Such difficulties surrounding the ease of the purchase
and inquiry process can be a deterrent for prospective customers, and as such, requires
usability feedback from NSCR’s customers.

Figure 1. Process to contact Paden Wilson

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 2.3.7 Physical Evidence
Greening Australia’s official website page is a platform used to visually display and
inform its audience of their environmental conservation and restoration mission,
outlining their products, services and previous environmental projects. Compared to its
competitors, Greening Australia’s website, inclusive of the NSCR page, is aesthetically
appealing, has a clear purpose and is accessible across different devices, further
conveying a sense of professionalism and experience to prospective customers (see
Figure 2). By seeing the brand’s commitment to ecological repair and their devotion to
the cause, appeal is generated as it makes customers more inclined to support the
brand and its projects.

Figure 2. The NSCR’s official website

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3.0 Market Analysis

3.1 Market Definition

The NSCR situates itself within the native seed market, as it provides bulk quantities of
seeds to businesses and corporations. The native seed market has become more
prominent in recent years, due to the increased understanding of the value of native
flora towards environmental restoration, and the growing emphasis on Corporate Social
Responsibility (CSR) in a business context, which has fuelled increased demand and
purchase of native seeds (Logan 2020; Newman et al. 2020). Based on primary and
secondary findings, the market in a business-to-business context is mainly composed of
mining, construction, nursery and landscaping companies in conjunction with
government led entities and organisations (Greening Australia 2021; Hancock et al.
2020) (see Appendix A, C & E).

3.2 Market Size

Measured by revenue, the size of the seed production industry is presently worth
$494.6 million, and this is anticipated to grow by 6.4 percent in the next year. This
growth is due to the rise in environmental awareness and recovery and Australia’s
agriculture research communities that continue to assist the industry in adaptation and
technological innovation (Logan 2020; Youl 2020).

The trajectory of this market is favourable; however, an influx in market demand

stimulated by an uptake in environmental restoration projects, has placed increased
pressure on the native seed industry to follow suit. The small nature of this industry in
Australia has made it difficult to keep up with this incline in demand. This means that

16
although the market size is manageable at present, expansion is required to ensure
businesses serving the market can meet customer expectations (Logan 2020).

3.3 Market Potential

Given the ever-changing external environment, it is important to analyse the entire size
of the seed market over a five-year period. Determining the market potential of its
products aims to forecast the company’s performance based on the potential customer-
base, its competitors and current environmental conditions (Bhasin 2018). The potential
in the seed industry is dependent on the activity within the agricultural subdivision: that
is, the level of rainfall in the near future and the normalisation of agricultural production
following industry changes, in which both will play a major role in influencing demand
and industry revenue (Youl 2020).

The main players are forecasted to devote a major focus towards their short- and long-
term research and development. In addition to the ongoing globalisation and increased
research and development in the seed industry, multinational enterprises are now
expanding their influence to generate a strong market potential in the Australian market,
exerting their dominance through genetically modified plant variations (Youl 2020).
Further examining the industry competition shows that there is the potential for research
and development to expand within the following five years, enabling seed companies to
advance in selling native species that is tailored to environmental benefits and
landscapes that are difficult to replicate by other species, thus leveraging its innovation
to capture the attention of such increasingly competitive market (Shelef, Weisberg &
Provenza 2017; Youl 2020).

3.4 Market Structure

Exploring the market structure of the Australian native seed market requires an industry
analysis using Porter’s Five Forces Model (see Appendix F). By examining the
opportunities and threats facing the organisation within an external context, such
understanding of the forces enables the organisation to adjust their strategies in
accordance to new and existing market trends (Bruijl 2018).

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Rivalry Among Existing Competitors
The increasing number of competitors now acknowledging the value and prospective
growth of the seed industry presents a moderate level of competition (Youl 2020). In
addition to the pricing and innovation issues imposed through competition, seed
providers face additional challenges, such as sourcing buyers and meeting customer
demand. To further reinforce competition amongst existing rivalries sees the emergence
of foreign seed farmers importing externally sourced seeds into Australia (Youl 2020).

Operators in the industry compete based on equipment and innovation development,

enabling organisations to leverage its source of raw materials in the competitive
landscape of the seed production industry (Youl 2020). The growing demand for seeds
that are resistant to temperature and disease results in a higher quality and skill in crop
breeding. This can threaten the adoption of native seeds, as customers may opt to
select alternatives that have greater perceived resistance and resilience. This provides
the major competing players in the Australian seed production industry, who offer
genetically modified products, a competitive advantage (see Appendix G).

The seed industry displays moderate market share concentration, due to industry
players ranging from small-scale producers to large multinationals that annually invest
millions in research and development. However, there is no single company that is able
to service all end markets and as such, these main players account for under 50% of
industry revenue over the last two years (Youl 2020).

Threat of New Entrants

The expansion of research and development currently sees a moderate threat to the
increasing competition within the Australian native seed industry (Youl 2020). With
increasing entrants into the industry, new innovations will place pressure on existing
industry players to adapt to changes and remain ahead of new market trends. This can
be evidenced through offering unique value propositions to customers, competitive
pricing strategies and lower production costs.

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Threat of Substitute Products
The popularity growth of genetically modified products presents a threat to native seeds;
however, native seeds continue to have a distinct advantage in regenerative agricultural
needs (US Environmental Protection Agency 2002). Considering genetically modified
seeds and seedlings are relatively new, and the growing popularity in using native seed
varieties, the likelihood of substitute products entering the market in the future is unlikely
(Logan 2020).

Bargaining Power of Suppliers

Industry players primarily compete based on price, and as such, it is important to
consider the bearing suppliers have on the companies operating within the industry.
Many seed merchants acquire their seeds from suppliers or by directly sourcing through
licensed seed collectors within their business (Youl 2020). The costs associated with
storing and transporting seeds as well as maintaining the seeds to ensure maximum
germination efficacy incurs a range of costs for the supplier, which in turn, is transferred
to the purchasing company (Greening Australia 2021). With some seeds needing to be
stored for long periods of time, innovations such as cryopreservation have been
developed to serve this need, however, this increases the service costs, which are
transferred directly to the customer, giving the suppliers greater power (Gonzalez-
Benito, Iriondo & Perez-Garcia 1998).

Bargaining Power of Customers

As customers are characterised by their inclination to seek the best available offering,
while paying the lowest price, it puts pressure on competitors in the industry and
impacts both short- and long-term profitability. Generally, the smaller and stronger a
company’s customer base is, the greater its bargaining power and desire to further seek
discounts and offers (Corporate Finance Institute n.d.). To achieve a competitive
advantage, the NSCR must expand its customer base and establish a reputation for
high-quality products at a reasonable price.

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 3.5 Market Trends
The growing trend of businesses to become more sustainable has driven the increase in
land restoration projects (Logan 2020). Such concerns for the environment, in regards
to the climate and the influx of natural disasters, has prompted many businesses to
undertake environmental-based CSR initiatives. This enables corporate enterprises to
possess both financial and marketing advantages for their business (Newman et al.
2020), thus extending their influence through collaborating with non-profit organisations
to support works of ecological recovery.

Growing volatility in global conditions places major constraints on the seed industry and
its revenue performance, due to the severe storms, flooding, heat and droughts which
has significantly reduced yield across Australia over the last 20 years (Le Page 2019).
Despite the damage of crops, it sees a growing demand for the NSCR’s product, with
extreme conditions, such as the recent bushfires, encouraging regenerative farming
efforts (Greening Australia 2020). Leveraging this market trend prompts seed suppliers
to maintain the steady demand that is unlikely to weaken in the future.

In addition, local seed providers will see a high benefit from Australia’s active agriculture
research communities, since they possess strong innovative and adaptive approaches
to new challenges (Australian Government 2021). Due to the degenerating conditions of
the environment, the industry can expect to see increased support from the
Commonwealth Scientific and Industrial Research Organisation (CSIRO) to increase
restoration and conservation. The CSIRO collects data and researches tree seed
development on a range of different environmental topics, such as ways in which seeds
can be developed to be more water efficient in dry Australian terrain (CSIRO n.d.). By
being proactive and flexible to changes in environmental conditions, businesses are
able to gauge seed growth potential; to determine specific species suitability to certain
conditions and develop conducive environments that promote flora propagation.

Furthermore, changes in policies regarding the development of genetically modified

organisms (GMOs) also have the potential to alter the market significantly. This will not

20
guarantee widespread production of GM crops but would most likely generate new and
untapped markets for GM seed producers, which will affect the overall market. One of
the main avenues for development in this sector is the CSIRO’s research on GM wheat
(CSIRO 2021). Regardless of community resistance, successful trials may result in
long-term solutions for the industry (Youl 2020).

4.0 Environmental Analysis

An in-depth analysis of the macroenvironment factors—including political,
environmental, social, technological, legal and economic—sees the external forces that
influence the NSCR.

4.1 PESTLE Analysis

4.1.1 Political and Legal Analysis

Environmental Laws and Regulation
Operating within the seed market, the NSCR is subject to a high level of direct
regulatory politics that solely targets seed providers in Australia (Youl 2020). The
NSCR’s operations are regulated under bodies, including the Department of Agriculture,
Water and the Environment, and the Australian Bureau of Agricultural and Resources
Economics and Science, both of which aim to preserve the environment and address
issues related to natural resource sustainability (Department of Agriculture, Water and
the Environment n.d.a; Department of Agriculture, Water and the Environment n.d.b).
According to the IBISWorld report, it states that through this process, organisations
must ensure the integrity of seeds they are selling to their customers (Youl 2020).

Funding Grants and Initiatives

As a not-for-profit organisation focusing on land restoration and environmental
conservation, the NSCR has access to government funding through the Environmental
Restoration Fund. The fund enables the Australian Government to invest $100 million
over four years from 2019-20 and 2022-23 to ensure the environment is protected for
future generations (Department of Agriculture, Water and the Environment n.d.c). The
Department of Agriculture, Water and the Environment (n.d.c) states that there are three

21
main priorities involved in the fund: protecting threatened and migratory species and
their habitat, protecting Australia coasts, oceans and waterways by addressing erosion
and water quality, and recovery and recycling of waste. As such, the grant acts as a
form of support for the NSCR to achieve their environmental goals.

4.1.2 Environmental Analysis

Climatic Conditions
Hancock et al. (2020) states that climate change projections are deeply concerning for
organisations focusing on environmental restoration in Australia. Broadhurst et al.
(2016) affirms this, noting how climate change has the potential to affect the availability
of native seeds through:
● Rising temperatures that alter the flowering duration, change pollination activities,
impact on the depth of seed dormancy depth, germination cues and seed
longevity and increasing seed abortion rates.
● Reduced water availability that lowers seed-set, seedling germination and
establishment success.
● Increased frequency of extreme or severe weather events causing damage to, or
loss of, plants and negatively impacting seed-set.

Weather Conditions
With global climate conditions worsening as a direct influence of human complacency
and disregard, weather conditions have also reached concerning milestones, with
extreme heat having significant bearing on plant growth (Irmak 2016). Seed germination
and plant propagation are highly sensitive to temperature and such increased
temperatures have an inverse impact on plant productivity (Hatfield & Prieger 2015).
Pollination rates also decline with temperature, leaving a large proportion of plant
species susceptible to death, or in extreme cases, extinction. However, according to
Greening Australia (2019), native plants have the capacity to reduce one-third of
emissions required by 2030, proving the viability of the NSCR’s product offerings.

22
Drought has adverse impacts on the ability of farmers to yield high quality crops and
because of their reluctance to outlay costs for crops that are expected to fail, it reduces
demand for seeds. Conversely, both high and low levels of annual rainfall have a
profound impact on crop growing in Australia (Youl 2020). Excessive rainfall can also be
detrimental for seed production and demand, as flooded harvest areas are unlikely to be
viable for seed production and farmers are unlikely to purchase seeds in such
conditions (Youl 2020). Ultimately, levels of annual rainfall have fluctuated over the past
five years and are forecasted to continue over the next five-year period, which will lead
to revenue variations within the seed production industry.

Soil salinity is another environmental factor to note and is caused by the distribution of
sea water through rainfall and wind, which is further exacerbated through vegetation
clearance (Lumb n.d.). Despite soil degradation negatively impacting the fertility of soil,
it can be resolved through the reintegration of native species into the environment
(Shelef, Weisberg & Provenza 2017), which serves to be a major marketing appeal for
the NSCR, as their products are vital in ecological recovery.

4.1.3 Social Analysis

Analysing social forces, such as social attitudes, behaviours and trends, offers insights
into how customers interact with organisations and to their products and services. The
report by Australian Communities (2021) explores the latest trends that are shaping the
not-for-profit sector in Australia. This analysis offers insights into consumer giving,
which is useful to track as donors also help fund their native seed operations to some
extent. In recent years, there has been a growing interest in donating to charitable
causes, with consumers contributing to social good through their purchase decisions
(Fundraising & Philanthropy 2020). Research has noted the shift in the causes in which
Australians are choosing to support, as many are opting to support environmental
charities, who focus on ecological protection and preservation (MyCause 2020).

4.1.4 Technological Analysis

Research Innovation

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A IBISWorld report notes the importance of adopting new technologies within research
and development to enable businesses within the seed market to thrive, particularly in
the new and superior seed varieties (Youl 2020). In recent years, technological
advancements in this industry aims to improve seed durability, such as increasing shelf
life, protective coating from insects and genetic protection from fungal diseases (Youl
2020). With limited expenses, NSCR may lack the means to effectively implement
research development, placing a disadvantage compared to those for-profit seed
companies.
4.1.5 Economic Analysis
Economic Growth
The seed production industry situates itself within the growth stage of the product life
cycle and as such, its annual growth is forecasted to advance over the next five years
(Youl 2020). Youl (2020) explains that industry revenue is predicted to increase at an
annualised 2.0 per cent from 2019-20 to 2024-25 to $513.1 million. Such growth in the
economy prompts seed providers to devote revenue into conservation projects.

Labour Costs
The level of trained labour in an organisation is one of the most important success
criteria in the seed market. This consists of paying wages to employees, including seed
analysts, marketing departments, who are tasked with generating leads for new market
growths as well as researchers, producers and advisors for consultation and client
support. It is also essential to employ a range of on-site conservation employees, who
assist with the sale and maintenance of stock that is imposed on the business. The
agribusiness wage growth is slow to stagnant, growing at less than a third of the
average annual salary (Johnson 2015), proving to be beneficial for the NSCR’s
business planning as labour costs are likely to remain stable in the short-term.

COVID-19
The COVID-19 pandemic has had profound economic impacts on the global business
environment, ceasing business operations due to the rising case numbers, state
lockdowns and reduced movements. According to He and Harris (2020), the impact to

24
which COVID-19 has had on the Australian economy is unprecedented, being likened in
a similar effect to the Great Depression in the 1930s. At the onset of the pandemic, the
Commonwealth established a $1 billion COVID-19 Relief and Recovery Fund to support
industries, such as agriculture, fisheries and tourism, which has been disproportionately
affected by the pandemic (O’Sullivan, Rahamathulla & Pawar 2020). The purpose of
this venture is to support the economy, in terms of its recovery and the sustainability of
highly valuable industries across the Commonwealth countries. Despite revenue
fluctuations in the seed production industry due to the pandemic (Youl 2020), this is not
reflective of the seed industry’s long-term growth or demand. Nevertheless, given that
COVID-19 presents a new challenge in today’s marketing environment, businesses
must now abide by official health protocols and implement safety measures. In a
business-to-business context, this means tightening budgets and spending and viewing
the temporary pause of CSR projects as an attempt to recuperate their internal finances
(He & Harris 2020).

5.0 Customer Analysis

5.1. Demographic Segmentation

Understanding the demography of NSCR’s customers presents opportunities to create
strong relationships with companies to expand the native seed market. Considering the
business-to-business structure, the organisation operates on a project-by-project basis
and holds little-to-no long-term contract agreements with its clientele. Current
partnerships with corporate enterprises, including Greening Australia, Penrith City
Council, Native Seeds Pty Ltd and Western Sydney University, form the demographic
segment of NSCR (see Appendix B). Additionally, with a common objective to restore
Australia’s land and natural environment, customers of the NSCR also include
community groups, environmental preservation companies and nurseries, such as
Andreasens Green Wholesale Nurseries, who propagate and utilise native seed for
revegetation. Furthermore, working with landowners to preserve Australia’s landscapes,
creating opportunities for both nature and people to thrive, sees the NSCR sell directly
to landscapers, including Richard Crookes Construction Pty Ltd, Glascott Landscape

25
and Civil Pty Ltd, who work to revegetate the land in tandem to the efforts to assess,
restore, research and manage native vegetation on both public and private lands
(Greening Australia Capital Region 2012). Such coordinated demographic strategy to
seed supply across organisations, ultimately yields ecological, economic and societal
advantages. Offering both native seed services and its expertise in delivering
environmental restoration services, the NSCR attracts a clientele with shared values to
progressively conserve Australia’s landscapes through the value of its unique product
offerings.

5.2 Geographic Segmentation

The geography of conducting native seed services is essential to ensure it follows the
policies and ethical guidelines according to the origin of the seed. Forming business-to-
business relationships with existing and prospective customers within the geographical
location aims to direct the product and services along the east coast of Australia. An
appropriate geographical selection ultimately ensures the resilience of the seeds to
changing environments, enabling species to adapt and adjust to the surrounding
environmental conditions, including soil, altitude, aspect, rainfall and temperature
(Greening Australia Capital Region 2012).

5.3 Behavioural Segmentation

Greening Australia owns one of the largest native seed nurseries in Australia that
provides a range of species to business consumers, who are interested in revegetation
and reforestation initiatives (Greening Australia 2020). As such, the behavioural
characteristics of the NSCR’s target consumers are businesses, who want to improve
their CSR opportunities and are committed to reducing the environmental impact of their
business operations through landscape repair. These businesses will require large
quantities of stock and seek additional advice from the NSCR to ensure they select the
appropriate native species for the landscape. Evidently displaying dissonance reducing
buying behaviour, these customers are involved in the buying process; however, they
may not recognise the differences between competing brands (Nwankou 2020). Such
marketing potential for Greening Australia enables them to further differentiate their

26
products and services from competitors through emphasising their existing
environmental efforts or further educating customers of the benefits of native seed.

5.4 Psychographic Segmentation

The NSCR’s prospective business customers are highly extrinsically motivated, as they
seek to form CSR initiatives for the collective benefit of both the environment and their
business. The increasing pressure on businesses to engage in CSR practices (Newman
et al. 2020) sees the NSCR’s product offerings align well with this demand. By engaging
in environmental efforts, corporate enterprises are able to secure business acclaim and
recognition to boost their financial standing and market share (Huang, Cheng & Chen
2017). As such, it is within the organisation’s best interest to appeal to this purchase
motivation and communicate value through emphasising how their business will highly
benefit by supporting the NSCR.

6.0 Competitor Analysis

6.1 Competitor Overview

As a SBU of Greening Australia, the NSCR aligns their core objectives with their
national brand; that is, to improve Australian landscapes for the benefit of the
environment and people. Considering the perishability of seeds and the reliance on
profits to maintain business operations, other native seed providers are viewed as
competitors because they can impede upon NCSR’s ability to move stock to establish
customer rapport, loyalty and top-of-mind awareness. However, such competitors can
also develop into strong business partnerships, if both parties share the common goal to
regenerate Australia’s native ecosystem.

6.1.1 Direct Competitors

The NSCR’s direct competitors include other not-for-profit environmental organisations,
who sell native seeds and provide additional consultations regarding seed collection,
maintenance and storage. This is because business customers tend to gravitate
towards not-for-profit organisations, helping form a strong component of their Corporate

27
Social Responsibility efforts (Newman et al. 2020). A direct competitor of the NSCR is
Seeding Natives Incorporated, as they are a small non-profit organisation that similarly
focuses on environmental restoration through the propagation of native plants (Seeding
Native Incorporated n.d.). Seeding Native Incorporated’s strengths lie in the experience
they have amassed, combined with their strong mission statement:
“To reverse grave species loss through innovative native grassland restoration
for the benefit of humanity and the earth’s biological diversity on which all life
depends.” (Seeding Native Incorporated n.d.).
However, a weakness is that they have not established the same brand identity that
Greening Australia has been able to cultivate, with their website also being visually
weak (see Figure 3).

Figure 3. Seeding Natives Incorporated’s official website

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 6.1.2 Indirect Competitors
Indirect competitors of the NSCR have been identified as for-profit native seed
merchants. Toolijooa Nursery is a for-profit organisation and presently serves small-to-
medium businesses, including nurseries, landscaping services and extends to include
larger companies and organisations, such as those in the mining and construction
sector, local councils and state governments (Toolijooa n.d.a). Greening Australia is
also a customer of this organisation, further proving the interconnectivity of native seed
providers within the market (Toolijooa n.d.b). Toolijooa can impede upon the turnover of
stock, thus threatening the NSCR’s operations; however, they lack the favourable image
that is readily associated with non-profits. Ultimately, both organisations serve the same
underlying purpose of providing seeds that will encourage environmental regeneration.
Similar competitors that also share common values for native flora conservation and
restoration include: Australian Seed, Harvest Seeds and Native Plants and Seed World
Australia (Australian Seed n.d.; Harvest Seeds and Native Plants n.d.; Seed World
Australia n.d.). All of the aforementioned competitors are classified as small- and
medium-sized enterprises (SME), with their strengths including their client base and e-
commerce channels and stock lists that are available on their website (see Figure 4),
making the purchasing process easier. This poses a risk to the NSCR, who conceals
this information and only allows product information and pricing to be available through
inquiry.

Figure 4. Examples of e-commerce channels and stock lists of the indirect competitors

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 6.2 Threat of Substitute Products
Irrespective to the uniqueness of native plants, the threat of substituting such products
with imported plant species is unlikely; however, there is a risk that non-natives and
seedlings may be more commonly relied upon. In the Australian ecosystem, domestic
seeds fulfil specialised purposes to which non-native species pose high risks to the
natural environment (Shelef, Weisberg & Provenza 2017). Because the seed industry in
Australia is relatively new (see Appendix A), it has the potential for exponential growth
as people become more aware of the importance of preserving native species for the
long-term survival of natural landscapes. The growing demand for native seeds
demonstrates the market’s thriving nature and the unlikelihood of prospective customers
preferring alternative seed varieties (Logan 2020). Regardless of the low threat,
uneducated businesses with little-to-no knowledge of the environmental risks can
gravitate towards non-native species and seedlings for the purpose of convenience.
Such potential threat of substitution in the NSCR’s product offerings enables the
organisation to address the environmental issues to further inform customers of the
native seed variations and its advantageous properties.

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 6.3 Distinct Competitive Advantage
Considering the effort towards building Greening Australia’s national brand in the
environmental conservation industry, these associations are thus transferred to its
native seed unit. The NSCR holds a strong competitive advantage, in relation to the
image and positioning that the organisation has established and occupies in the minds
of its customers. This is advantageous for the NSCR to allocate resources towards
generating brand awareness to maintain strong relationships with both existing and
prospective customers.

As aforementioned, other native seed merchants' strengths lie in their ability to

streamline the purchase process online, however, this eliminates the communication
between customers and the business, which could hamper relationship building and
development. Additionally, their advantages lie in their experience in serving a range of
clients as seen on their ‘customer’ pages, which can communicate experience and that
they are trusted in the industry. These competitive advantages should be taken into
consideration by the NSCR, as this could attract customers to other competitors.

6.4 Current Competitor Marketing Strategies and Likelihood of Change in the

Future

Based on secondary research conducted, it was difficult to determine exact marketing

strategies currently employed by competitors. Since the competing businesses have
been identified as SME’s, it is likely that their marketing capacity is limited. This is
evidenced through their existing marketing efforts being minimal to non-existent.

When entering ‘native seeds Australia’ into Google, of the outlined competitors, only
Australian Seed, Harvest Seeds and Native Plants and Seed World Australia appear on
the first results page (Figure 5). This indicates that these businesses may have
engaged in Search Engine Optimisation to help improve their search rankings, which
the NSCR is lacking.

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Figure 5. Search results of ‘native seeds Australia’

Based on further analysis, Seeding Native Incorporated is the only competitor to engage
in free marketing, through YouTube promotional videos. However, the performance of
these videos are low, which indicates the improper utilisation of free media. This
suggests that these businesses may not be approaching their digital promotion efforts
with strategy, nor any clear intent to meet specific objectives. As such, it is evident that
none of the businesses, including Seeding Native Incorporated, have a dedicated
marketing budget to attract customers.

If the NSCR employs the outlined strategies detailed within this report, this may
influence competing businesses to follow suit, which means the likelihood of change of
these competitor strategies is possible, but unlikely in the immediate future. This is

32
because a change in such strategies will involve large organisational shifts that place
priority towards marketing, which is difficult as marketing often comes second to other
business operations.

7.0 Situational Analysis

7.1 SWOT Analysis

7.1.1 Strengths
Unique Product Offering
The NSCR’s services are unique and vital to land regeneration and recovery, as their
products possess both pragmatic and aesthetic benefits (Miles 2019). The loss of native
species to agriculture and urbanisation sees the demand for restorative seeds to help
restore degraded land across Australia (Bush Heritage Australia n.d.). In particular,
native grasses can easily adapt to weathered and eroded soils, making them suitable
for a wide range of applications, thus contributing to the overarching goal of
repopulating Australia with native species (Agriculture Victoria 2021). This is highly
differentiated from introduced species that do not provide the same ecological benefits,
reinforcing the uniqueness of the product and service offerings within the agricultural
and seed industry. 

Available Quantities
Currently, the NSCR has approximately 3.5 tonnes of native seed stockpiled within their
distribution sites, which is available for immediate purchase (see Appendix A). Such a
large amount of stock is a strength for the business, as it eliminates the waiting times for
stock growth, collection and purchase, further allowing quick commercial transactions
with clients and the ability to cater to bespoke orders. Furthermore, the NSCR’s ability
to immediately attend to stock requirements heightens its appeal and lowers the risk of
customers switching to competing brands.

Flexible Promotion

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Given that the NSCR has little-to-no marketing or promotional strategies that are readily
integrated into the business, it notes the organisation’s flexibility to implement effective
campaigns that will build brand and market awareness. As mentioned in the client
meeting, the NSCR has indicated its commitment to expanding their brand reach
through marketing (see Appendix A). With alternative seed distributors also lacking
effective marketing strategies, this is a strength for the organisation to possess a
competitive advantage.

7.1.2 Weaknesses
Lack of Awareness
Although the NSCR has the capacity to engage in future marketing, their current market
recognition is low, leaving the business vulnerable to losing customers to competitors
with a reputable client list and testimonials. Noted in the initial client meeting, the
NSCR’s business operations are not sustainable in the long-term, due to the lack of
awareness that is impacting their sales volume and prospects (see Appendix A). This
renders them susceptible to succumbing to competing brands.

Lack of Marketing
The lack of existing awareness of the NSCR stems from the absence of a marketing
strategy, thus presenting difficulty to source customers. Currently, existing clients are
acquired through direct contact, which can be costly in time and resources, or general
enquiry via their official website that heavily relies on pre-existing knowledge of the
brand (see Appendix A). The absence of marketing has hindered their potential growth
and share in the market, which can be rectified if the NSCR intends to become a large-
scale not-for-profit organisation.

Product Perishability
This weakness notes the perishability of the NSCR’s products, as seeds have a shelf-
life that varies between species, which can impact germination and growth rates
(Department of Primary Industries n.d.). Possessing large quantities of stock with
minimal turnover is a disadvantage to the company, resulting in a loss of essential stock

34
that can be directed towards land regeneration and a source of additional funding for
the organisation. As such, it is important that marketing strategies are established to
control the risk of this weakness to thus have an impact on the company.

7.1.3 Opportunities
Increased Demand for Land Restoration
The growing global climate and environmental crisis has placed increasing pressure on
many businesses to minimise their carbon footprint (UN Environment Programme
2021). To address land degradation requires reintroducing natural species of flora back
into the environment. These species can adapt and work towards improving soil
erosion, regulating the climate and improving the health of soil, which has consequently
increased the demand for land restoration projects (Logan 2020). This is a marketable
opportunity for the NSCR to centre their proposed marketing campaign around
capitalising this demand.

Acceptance of the Power of Land Restoration

Recent research by scientists at ETH Zurich reveals land restoration is comparatively
more effective in addressing the increasing global climate crisis than other proposed
climate change solutions (Woroniecki 2019). Additional studies have shown that the
restoration of natural habitats will account for one-third of the 2030 emissions reduction
target, further recording an approximate two billion hectares of unutilised degraded land
that needs restoration (Greening Australia 2019). Such an opportunity for the NSCR
sees people acknowledge the benefits of native restoration. The NSCR has the
potential to become a major player in the native seeds industry by directly engaging with
individuals, who understand its value, and further educating those unaware of the
importance of purchasing native stock.

Access to Funding
Unlike other profit-driven seed merchants, Greening Australia’s national branch has
access to government funding through the Environment Restoration Fund, allowing the
organisation to devote additional funds to financing their conservation projects and

35
SBUs (Department of Agriculture, Water and the Environment n.d.c). This establishes a
reputable brand name as customers will be able to see the NSCR’s commitment to
conservation and restoration towards the Australian landscape and hence, be more
inclined to support the not-for-profit through the purchase of their native seeds. This is
an opportunity for the NSCR, since its point-of-differentiation and strategic
communication to stakeholders can be further utilised to build customer loyalty towards
the organisation.

7.1.4 Threats
Funding Uncertainty
Despite access to funding via the national branch being an opportunity, it is not
guaranteed and there is a potential that the seed division will not be a top priority for a
share of this funding since they have the ability to raise their own capital. In the case
where the amount of capital to continue operations has not increased, it poses high
risks towards the longevity of its seed business. This can result in taking shortcuts,
decreasing the maintenance quality or standard, leading to customers to switch towards
competing brands.

Stock Limitations
According to Logan (2020), the native seed industry within Australia is made up of a
small number of individuals and businesses. Recent uptake in demand, due to a greater
appreciation towards the merits of native seeds, sees such discrepancies between
supply and demand (Logan 2020). In the case of acquiring a large customer-base, it will
be difficult for the NSCR to manage the level of consumer demand. As such, their
products are limited to the amount they can grow, collect and purchase, ultimately
threatening the organisation as customers may choose to select alternative suppliers
with more reliable product availability.

Coronavirus Impact
According to a report published by The Business Research Company (2020), the global
environment, conservation and wildlife organisation market was projected to decline

36
between 2019-20 from $22.23 billion to $22.16 billion with a compound annual growth
rate of -0.3 per cent. This decline was attributed to the COVID-19 crisis, with lockdown
measures placing limitations to on-site conservation efforts and projects. The recovery
from the COVID-19 pandemic is expected to enable the market to recuperate by 2023,
reaching an expected $25.95 billion and a compound annual growth rate of 5.4% (The
Business Research Company 2020). However, with new strains of COVID-19 raising
uncertainty surrounding government responses to emerging cases, this forecast is
expected to further threaten the NSCR’s operations. The NSCR must adapt and be
proactive, in order to monitor the threat; otherwise, the company risks becoming a victim
to market fluctuations.

For a tabulated format of NSCR’s situational analysis, see Appendix H.

8.0 Critical Issues

Based on the findings of the NSCR, three critical issues are identified to form the basis
of the proposed marketing campaign. The critical issues have been identified as: low
sales, a lack of current awareness and uncertainty towards their target market and
accessibility to clientele. A five-why analysis was undertaken to understand these core
issues (see Appendix I—K).

Low Sales
Currently, the main issue for the NSCR is its limited turnover of stock to generate
continuous ongoing sales. Stated in the client meeting, the organisation relies on sales
for operational costs and maintenance, which is reported to be $1,000,000 (see
Appendix C). Based on the preceding fiscal year, the sales figures reveal that the target
has not been achieved, resulting in a loss for the company (see Appendix B). The
current deficit of sales can be attributed to an unprofitable customer base, which stems
from customers' low awareness of the brand. Given that the business is yet to assign
priority towards marketing efforts, in tandem to a lack of clarity towards their target
market, such low brand awareness can be attributed to a lack of marketing strategy. To
address this issue requires the NSCR to leverage awareness towards the importance of

37
native seeds by developing marketing strategies to connect with a specific target
audience and ultimately, generate profitable sales.

Lack of Marketing and Promotional Strategy

The primary challenges facing the NSCR, including their lack of sales, is driven from a
lack of appropriate marketing strategy, thereby placing the business at risk of
succumbing to competitors. The absence of a strategy is the result of marketing being
overlooked within the business, with no previous allocation of budget or resources
inhibiting their marketing capacity. The limited allocation of resources towards marketing
is indicative of the low appreciation regarding the value of a marketing strategy and its
ability to improve existing operations, with other areas of operation potentially being
viewed as of higher importance and taking precedence. Because marketing has yet to
be embedded throughout the NSCR’s organisational structure, it sees the organisation
selling products and services without a clear direction for the sake of generating sales.
Such failure to outline a sustainable long-term plan threatens the future success of their
business operations.

Unidentified Target Market

The inconsistency of the NSCR’s current sales sees the company sell their products
and services to all customers with guaranteed sales, regardless of their purchase size.
An unidentified target market prompts the organisation to neglect large-size business
customers, and instead, sell to smaller customers as they are easier to acquire.
Businesses must identify a target market to better understand how to meet customer
needs and wants, as well as to adjust their marketing strategy to such demands.
Relying on a broad, generalised approach to attain sales poses significant long-term
risks to the continued operation of the business. Further contributing to the fluctuating
sales, insufficient marketing efforts sees a challenge to appeal to the appropriate target
segment and thus, jeopardises building long-term relationships. Therefore, the NSCR
must identify core industries and businesses to target, in order to develop tailored
marketing strategies to form strong ever-lasting partnerships.

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9.0 Objectives
This marketing strategy proposes the following objectives to address the critical issues
of NSCR within a twelve-month period, commencing in December 2021, and are as
follows:

Awareness
● Achieve a 20% increase in awareness amongst native seed buyers by December
2022.

Sales
● Sell a combined total of 1.5 tonnes of native seed across five medium-to-large
business customers to generate $600,000 of revenue by December 2022.

Business Relationships
● Create formal long-term business agreements with three wholesale nurseries
and landscaping companies and two construction and mining companies by
December 2022.

10.0 Target Market

To determine both primary and secondary markets for the NSCR sees the extension of
the customer analysis discussed in Section 5.0. The marketing strategy aims to attract
business customers with shared values in ecological restoration of the Australian
landscape. Selecting the appropriate market is essential, with key requirements to
include business customers who require large quantities of seed stock and seek
additional advice from the NSCR to ensure they select the most appropriate species for
the landscape. As indicated across all client meetings, this marketing report targets both
new and existing customers, who geographically reside within the Sydney-basin, seek
moderate to high quantities of native seed and possess a high understanding of the
importance of environmental restoration. To rationalise the selection of the target
market, the team conducted primary research to understand the types of organisations
that possess a strong demand for native seeds (see Appendix L-P). Ultimately, targeting

39
specific primary and secondary markets sees the growth of the native seed division to
maximise profitability potential and direct the following marketing strategies to achieve
the objectives of building brand awareness, generate sales income and form strong
business partnerships.

The primary research uncovered surprising insights, as local councils and national
parks were markets that were anticipated to be profitable. However, this research found
that most of these entities source seeds internally through their own licensed personnel
to ensure the seeds are endemic to the specific regions (Appendix L & M). Additionally,
in the case of local councils, it was uncovered that if they were to purchase seeds, their
quantities would not viable for the NSCR to pursue or they would require individually
wrapped native seeds for promotional purposes to distribute to residents, which would
incur additional production efforts that is outside of the NSCR’s capacity (Appendix L).
The other research, both primary and secondary, was promising and has been
clustered below based on the priority that should be assigned to these customers.

10.1. Primary Market

A key opportunity for business growth sees the primary market of NSCR to include
mining and construction companies and large corporations, all of which aim to generate
high profitability potential for the division.

Mining and Construction Companies

Through extensive secondary research, mining and construction companies present the
greatest revenue potential, as many are now acknowledging the damage with which
their operations are causing, thus seeking to engage in regenerative projects to restore
and rehabilitate degraded land. A Florabank seed sector survey, conducted in the
1990s, found that the mining sector was the largest user of native seed. This is further
affirmed by Hancock et al. (2020), highlighting how mining rehabilitation continues to
account for the highest native seed volume requirements, compared to other
prospective customers. Given that the mining industry still presently remains as a
significant user of native seeds, this sector requires large quantities of seeds to mitigate

40
their environmental damage (Hancock et al. 2020) and hence, both will be the most
profitable avenue for the NSCR.

Large Corporations
The team liaised with large corporations to discuss their potential need for native seed
for CSR purposes (see Appendix N). This primary research notes both Commonwealth
Bank of Australia and Google have indicated their involvement towards community and
environmental projects require native seeds. The potential that these large enterprises
will purchase bulk quantities thus sees this market of high priority for the NSCR.
Because many large corporations seek to support not-for-profit organisations to improve
the perceptual image of their business, the NSCR is in a favourable position. Because
their projects have stalled due to COVID-19, it will be essential to connect with these
organisations, when projects resume.

10.2. Secondary Market

To determine the secondary market of the NSCR requires identifying a target that holds
the second-highest value of increasing profit potential. A feasible opportunity for
business growth sees the secondary market of the NSCR to include wholesale and
community native plant nurseries and landscaping companies, both of which are
expected to generate moderate profitability potential for the division. While this market
may not require large quantities of native seeds, in comparison to mining and
construction companies, their native seed demands are nevertheless reasonable and
have potential to be a profitable customer for the NSCR.

Wholesale and Community Nurseries

Both wholesale and community nurseries, who propagate and use native seeds for
revegetation purposes, form the secondary market for the NSCR. Given the primary
research conducted by the team, a list of key native plant nurseries who possess a
present need for seeds are noted in Appendix P. These nurseries seek low-to-moderate
quantities of native seeds, which will be a good accompaniment to the primary market
as moderate sales will help contribute to the sales objectives and broaden the existing

41
customer base. Since not all nurseries are interested in native seeds, it is important that
the NSCR contact wholesale plant nurseries and secure them for future purchases, thus
making long-term purchase agreements.

Landscaping Companies
Additionally targeting landscaping companies can reaffirm the importance of native plant
usage and its value, which will consequently broaden the use of native seed and the
customer base of the NSCR. Based on the primary research, contact with landscaping
companies was difficult to establish, with peak working periods contributing to the
difficulty of consultation (see Appendix O). Nevertheless, the consultations indicated
that landscape designers will be more interested in native seeds and thus, working
alongside this market sees a partnership that can be feasible in the long-term, as both
parties will work to preserve and revegetate Australia’s landscape.

11.0 Positioning
Based on client consultations with the Operations Lead, Paden Wilson, the NSCR has a
substantial point-of-differentiation through their state-of-the-art storage facilities and
machinery (Appendix C). This equipment that is specifically designed to meet the
requirements of native seeds is unlike any other innovation employed by seed
competitors in the industry, which guarantees a higher level of quality. As such, it is
recommended that the NSCR positions itself as a brand focused on supplying quality
seed stock to help customers achieve their environmental conservation goals.
Therefore, the NSCR will undertake a strategic positioning approach, with a core
marketing strategy that is centred around a strong product positioning to meet specific
customer needs.

12.0 Evaluation of Marketing Strategies

Based on Ansoff's matrix, the most pragmatic strategy to pursue is a market penetration
strategy (Walker 2019). Given that the NSCR sells their existing products to established
markets, their main challenge is to develop brand awareness among customers within
the native seed market (see Appendix Q). From this penetration strategy, it aims to build

42
awareness and reputability to address the NSCR’s critical issues, ultimately establishing
top-of-mind awareness and brand preference that will generate sales and capital for the
business.

To analyse Ansoff’s strategies, a penetration strategy poses the least financial risk, due
to the presence of sufficient marketing intelligence and the established nature of the
market (Walker 2019). The familiarity of native seeds in the market prompts an analysis
of existing competitors’ activities and previous sales trends which sees that the market
does not require further development due to its established profitability. Conversely, a
diversification strategy holds the highest risk, as businesses navigate uncharted territory
with a product that may not be favorably received by the market (Walker 2019). Such
analysis reinforces market penetration to be the most viable strategy to employ
throughout the proceeding marketing strategy plan.

13.0 Marketing Strategy

Applying Ansoff’s penetration strategy to this marketing strategy provides specialised
solutions to the NSCR’s critical issues, while also outlining the foundations for the
business to achieve the aforementioned objectives.

13.1 Product Strategy

Since the NSCR offers a diverse range of native seeds to meet its clients’ demand, it is
recommended that the NSCR’s core and actual product remains unchanged, given that
the aim of this marketing plan is to increase the sale of existing stock. In alignment to
Kolter’s product model, it has been revealed through liaison with Paden Wilson in the
client meeting that the NSCR’s existing strategy involves cross-selling and transferring
customers who require additional assistance with their projects to Greening Australia’s
other national departments (see Appendix D & E). Implementing a recommendation
service with a complementary post-sales system to ensure customer satisfaction with
the product and service thus builds long-term relationships with business customers to
facilitate repeat sales and larger purchase quantities. As the NSCR’s customer base is
small and focused with a high yield, this strategy can be achieved through a follow-up

43
calling and email system. This can be conducted a month after the sale is closed, and
followed up on a quarterly-basis; however, in terms of implementation, it is advised that
this product strategy be an ongoing process throughout the entirety of the campaign
period. An in-depth outline of this product strategy is further outlined in the promotional
strategy: direct marketing.

13.2 Pricing Strategy

As the NSCR’s pricing strategy is on par with that of their competitors, it is competitively
advantageous. Since both offer similar products, the NSCR can provide additional
assurance of superior storage and seed care. Noted in the client meeting, the
organisation offers climate-controlled storage facilities and industrial-sized machinery
that are modified to clean native seeds (see Appendix C). As such, their competitive
pricing strategy enables the NSCR to attract customers’ attention by offering additional
perceptual value for a similar monetary value to their competitors. It is important that the
NSCR maintains this competitive strategy, as there are a selection of native seed
merchants currently operating within the Australian industry. Such pricing evidently
serves the requirements of the penetration strategy approach to ultimately generate
market growth through accessible pricing (Walker 2019).

Bulk Pricing
By offering discounted rates that are based on the quantities purchased, it utilises ‘the
more you buy, the more you save’ marketing strategy to incentivise customers to close
larger sales and consequently, help the NSCR to sell the 3.5 tonnes of seeds. Special
pricing deals can also be offered to these customers through referral marketing, where
customers are encouraged to refer the NSCR to another business customer. In terms of
execution, the referred business will receive an agreed-upon discount on the stock they
purchase and the referring business will also receive a discount when the sale is closed
in which they can apply to their next purchase. This works the same way as the bulk
pricing method, as the more businesses a customer recommends, the more they save.
Although this approach mutually benefits all parties and broadens the NSCR’s customer
base, it needs to be implemented with strict terms and conditions to ensure that

44
businesses understand the offer and how it will operate. This strategy will commence
and continue throughout the peak seed purchasing period of Autumn to Spring to
maximise the quantities purchased over this period.

13.3 Placement Strategy

The NSCR’s current direct distribution strategy which sees customers purchasing native
seeds from their physical distribution and storage centre is viable and does not require
modification. This is due to the storage that is required to maintain the quality and
integrity of the seeds, which is difficult to replicate elsewhere without specialised
resources and facilities. Furthermore, unlike their competitors, the NSCR’s facilities are
also temperature and humidity regulated and both of these act as a point-of-difference
to convey a sense of quality and care to both new and existing customers. As such, the
NSCR’s direct distribution method is effective and will be of greater value to maintain.

13.4 Promotional Strategy

The promotional strategy is the main marketing mix element that directly addresses the
business’ critical issues of low awareness that is the result of low sales volume. With a
limited budget of $10,000, the following four strategies aim to boost the awareness of
the NSCR across its target market, whilst simultaneously boosting sales to a
sustainable level.

13.4.1 Digital Communications Development

Website Development and Optimisation
The NSCR’s main digital priority is the locatability of their seed services page on the
Greening Australia website. As aforementioned, accessing the existing page is
challenging, unless the individual is searching with the specific intent and this makes it
difficult to organically locate the page without prior knowledge. Therefore, the NSCR
must engage in search engine optimisation (SEO) and invest in targeted Google
Advertisements to direct prospective customers to its official page. By creating
specialised pathways to the website page, it will capture customers’ attention and
enable the NSCR to build brand awareness and gain direct enquiries. This strategy will
be implemented at the beginning of the campaign period to ensure locatability, with

45
quarterly monitoring to ensure SEO remains effective. In terms of the Google Adverts,
this will be implemented in the month leading up to the peak purchase period between
Autumn to Spring and will be subsidised by Google’s incentive for not-for-profit
businesses (Google for Nonprofits n.d.).

In terms of the NSCR’s official page, it is recommended that this is optimised for
usability purposes, which will be discussed in Section 13.6.

Social Media
Social media advertising is a relatively cost-effective promotional medium as its price,
relative to the reach it can achieve, is advantageous for businesses with a limited
budget (Singh 2019). Given that social media is often considered to be ineffective within
a business-to-business context, the conventional view of business sales to be strictly
rational and void of emotion is challenged with many now acknowledging the
importance of connecting with businesses in a human-centred manner (Deano n.d.). It
is important that the NSCR consider primarily centralising their social media efforts
towards their LinkedIn profile and YouTube channel, and secondary efforts towards
Facebook and Instagram through Greening Australia’s national page. LinkedIn and
YouTube are the most viable mediums, as they will enable the NSCR to create a
professional digital portfolio for prospective clients. It also acts as a way to communicate
their mission, promote existing client testimonials and educate its audience about the
benefits of their seed products and services. Given the time spent to produce and edit
the YouTube clips, it will be uploaded on a bi-monthly basis and LinkedIn posts will be
uploaded fortnightly.

Complementing these mediums will be promotion of the NSCR via Greening Australia’s
national Facebook and Instagram pages. By leveraging this, the organisation will not
need to cultivate a following that will require additional time and resources. Both social
media channels consist of a moderately high follower base with 17,138 on Facebook
and 8,845 on Instagram (Greening Australia n.d.b; Greening Australia n.d.c), allowing
the NSCR to access an attentive and developed audience. Although these existing

46
audiences are aware of Greening Australia, they may possess little-to-no knowledge of
the additional sub-services the national brand offers and thus, exploiting both online
channels will attract attention and awareness towards the seed division. Given that the
upload of content via the page will require liaison with the national branch team,
Facebook and Instagram posts will also be uploaded fortnightly and this will alternate
with the LinkedIn posts to account for the time required for approval and scheduling by
the media team. Refer to Appendix R to view the mock-up social media post for the
NSCR.

13.4.2 Print Advertising

To strengthen the NSCR’s online presence sees the investment towards print media
and such distribution to prospective customers will increase reach and act as a form of
reminder marketing to build rapport with customers. This will be achieved by creating an
information package that will contain details regarding the business and their offerings,
incorporating their unique selling proposition (USP), which will then be circulated to
existing and prospective clients to stimulate awareness. This promotional strategy will
ensure customers are aware of how the NSCR can serve their needs to ultimately
differentiate itself from competing brands. The print media will be created over the first
month of the campaign to allow ample time to collect, compile and confirm content, with
printing occurring in the preceding three weeks. Distribution has been scheduled for five
weeks leading up to the peak purchase period; however, this can occur at any time after
this mass distribution period, with trade show distribution taking precedence. A mock-up
of print promotional materials is seen in Appendix S.

13.4.3 Direct marketing

Phone and Email Consultation
The NSCR currently focuses on a robust direct marketing strategy, which forms the
entirety of their existing marketing efforts. They outreach and connect with businesses
via email and phone consultation to encourage and close sales. Traditionally, this is
seen as an expensive form of marketing, due to the limited potential reach with the time
and resources needed; however, the NSCR has proven their ability to employ this
approach effectively and efficiently. Given that their potential market is small and

47
concentrated and the quantities that they purchase is high, the NSCR needs to maintain
these customers by allocating appropriate resources to reassure businesses who
purchase large volumes as such large purchases can be seen as a risk due to
uncertainty regarding the success of germination. Therefore, it is recommended that the
NSCR continues this form of marketing for relationship development and rapport
purposes to help influence large sales. Follow up emails that abide by the direct
marketing structure, in tandem to making direct phone calls, will be scheduled quarterly
and concentrated around the peak purchase times to encourage and close sales. This
needs to be prioritised throughout the campaign period, as relationship development is
important to enhance sales performance.

Creating and maintaining a database that details when the NSCR contacted
businesses, proceedings from their correspondence and additional notes or insights
they can embed into their future contact must be implemented, as it will allow the
organisation to become aware of all the environmental projects with which their new and
existing clients are undertaking. Further, it will enable the NSCR to monitor the
relationships with their customers and hence, facilitate strong customer relationship
management (CRM). In addition, to meet the business partnership objective requires
the NSCR to develop formal agreement contracts with their customers to ensure repeat
purchase, and this can include incentives to enable customers to purchase a specific
amount of stock over a specific time period. This supply contract will coincide with the
projects the customers are undertaking and guarantees that their native seed needs will
be sourced through the NSCR.

An e-newsletter will also be a valuable component of this strategy to remind and inform
consumers of the work by the NSCR. This can be created on programs, such as Canva
or Microsoft Word, and thus incurs minimal costs and resources (see Appendix T). The
newsletter will be circulated on a monthly basis to customers on the established
database.

Trade Shows

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Within a business-to-business context, trade shows have been proven effective in
establishing brand awareness and connecting with the target market (Queensland
Government n.d.). According to the client meetings with Paden Wilson, the NSCR is
interested and capable of attending trade shows, and such benefits of visibility within
the market outweigh the high costs of the stall and space. Selecting the most
appropriate trade shows based on the target audience’s visitation rates is important.
With the risk of high competition rates, the NSCR needs to effectively articulate their
USP to attract consumer attention. A mock-up stall can be seen in Appendix U.

As noted in the client meeting, the NSCR showed an interest in attending the Easter
Show, specifically to enter the Wildflower competition (Appendix E); however, at a cost
in excess of 60% of the assigned $10,000 budget, this show is believed to not be the
most viable marketing decision for the NSCR. This is because the Easter Show
primarily targets consumer-customers rather than business-customers, and therefore,
the NSCR will not receive viable returns to justify the cost. Instead, it is recommended
that the NSCR considers attending construction and mining shows that are listed on the
Events Eye website, as this accounts for a large proportion of the NSCR’s target
market. During the campaign period, the NSCR is given the option to attend the Design
Build Australia trade show that commences in October 2022 (Events Eye n.d.).

13.5 People
The people component of the service marketing mix takes into account the NSCR’s
personnel, who actively engages and liaises with customers. These staff members are
crucial to the success of the NSCR, as they are heavily relied upon to source, promote
and close sales. Staff dedication and responsiveness has sustained the NSCR’s
operations to a moderate extent, proving the expertise of their staff in establishing
strong point-of-sale relationships with their clients. However, it is encouraged that the
NSCR considers equipping their staff to foster CRM through post-sales and seed
recommendation services that are tailored to their clients’ needs to ultimately encourage
customer loyalty. This will involve professional development and training to enhance
customer service quality and attract and sustain a profitable customer base. The

49
acquired skills will aid overall customer experience, enabling the NSCR to meet the
sales and relationship management objectives.

Internal Staff Training

Staff training sessions will be beneficial to enhance customer service skills, while
simultaneously boosting staff morale and the overall customer experience. These
managerial-led meetings, activities and sessions will focus on a variety of topics that
management feels their employees need to be better equipped in, such as product
knowledge, complaint resolution, relationship building and dealing with general
enquiries. It is essential that staff development is consistent to ensure no present or
prospective sales are lost due to human fault, further recommending the NSCR to
actively engage in this training at least four times a year, or as needed.

13.6 Physical Evidence and Process

Because the NSCR does not have a physical store, a large proportion of their sales are
acquired through Greening Australia’s national website. The existing user-friendly
design of the entire website is appealing in a business context, as it conveys a sense of
professionalism and experience. However, when reviewing the seed division tab of the
website, there are major incongruities, evident in its content and contact information,
that need to be addressed to better serve customer needs and expectations (see Figure
1 and 2). The NSCR’s major point-of-differentiation of their assets and facilities are not
effectively articulated to website viewers, which may be the difference between a sale
and losing customers to competitors. As such, the resulting lack of clarity, information
and call-to-action are hindering the organisation’s ability to attract and close sales.
Thus, the proposed strategy focuses on creating a clear and direct website that is easy
to navigate, provides relevant competitive information and simplifies the purchase and
enquiry process. This optimisation will occur within the first month of the campaign, in
collaboration with the staff from the national branch.

Improving the Ease of Contact

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In the client meeting, an apparent preference was noted towards not explicitly displaying
the product prices on the website; however, the quoting system needs to be simplified
for prospective customers (see Appendix E). The current contact process is difficult
because the link is hidden amid the content. Integrating a streamlined contact approach
will direct customers throughout this decision-making process to enquire, hence
increasing the likelihood of converting a prospective customer into a sale. This will also
encourage engagement with the brand and ensure the bounce rate is minimised, given
that customers are less inclined to seek competitor brands that offer a greater ease of
service.

To improve the digital landscape and interface in which customers are engaging with, it
is recommended that the page is optimised with a clear call-to-action coupled with a
widget that provides customers with the ability to send a written request for a quote (see
Appendix V). Such enhanced usability will generate customer satisfaction and reduce
dissonance and in turn, improve sales projections.

Improving the Clarity of the NSCR’s Product and Service Offerings

The NSCR website needs to be updated to provide customers with relevant information
that highlight the facilities and technology of the NSCR and ultimately, enhance the
quality of their operations (see Appendix C). Because there is little emphasis on this
USP, it is difficult to differentiate the organisation from those competitors who also offer
native seeds. As such, the structure and selectivity of information must be considered,
with its core USP to be at the forefront of the page. Complemented with supporting
images to provide a visual connection to the information, additional customer
testimonials will further enhance the validity of their products and services, and hence,
move customers along the decision-making process with efficient ease and conviction.

14.0 Implementation Plan

The marketing plan will run across a duration of twelve months, commencing December
1st 2021 and concluding on December 1st 2022. This specific time frame takes into

51
account the difficulties of transferring stock during the summer season, when seed
planting rates are lowered due to the unfavourable germination conditions. As a result,
this period will involve outreach and brand awareness development to achieve top-of-
mind awareness and preference, prior to the peak buying period in Autumn to Spring. A
Gantt chart has been prepared to detail the strategic plan, further outlining the timing
and length of each marketing strategy (see Appendix W).

15.0 Budget
As detailed in Appendix X, the spend for the proposed campaign exceeds the $10,000
budget, equating to $12,184.31. Although different alternative avenues were explored
that incurred minimal-to-no cost, the trade show accounted for $9,532.11 of the budget.
However, the team conceded that this promotional strategy was necessary in improving
visibility, as over 6,600 people are expected to attend the Design and Build Show
(Events Eye n.d.), placing the NSCR in proximity to potential buyers. As such, the
expected returns counteract the slight overspend in budget.

Additionally, the team believed that the allocated budget of $10,000 is not sufficient in
raising the target of $1,000,000 in revenue within the next year, with businesses usually
devoting 12% of their revenue towards their marketing spend (Olenski 2018).

To graphically breakdown the budget, the pie-chart illustrates that 6 per cent of the
budget will be dedicated to the production and editing of the YouTube videos; 16 per
cent is set towards print media; and 78 per cent is for the construction trade show (see
Appendix Y). Initially, the team intended to incorporate the Easter Show into the overall
budget, as requested by Paden Wilson within the client meeting (Appendix E); however,
this is not the most viable use of marketing spend, as it does not attract the correct
audience and will incur high costs. As such, the Easter Show costs have been included
in the budget for reference purposes, but have not been included in the final total.

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16.0 Financial Forecast
The financial forecast for the NSCR is difficult to predict, given that the size of both
business customers and the quantities vary. Increased uptake in environmental
restoration projects places the NSCR in a favourable position, as their marketing
strategies are more likely to be considered by these prospective customers, leading to a
greater return on investment (ROI). See Appendix Z for the financial forecast.

Social Media

Considering the social media posts will not be sponsored with a proportion of the
budget, relying solely on existing followers that the national page has cultivated, the
expected returns from social media are anticipated to be lower than the other media
employed. According to Ramshaw (2021), there were over 20.5 million Australians
using social media at the start of 2021, with the majority of these users primarily
engaging with YouTube and Facebook. Given that Greening Australia’s national
Facebook page has 17,138 followers and their Instagram page has 8,845 followers
(Greening Australia n.d.b; Greening Australia n.d.c), there is a large potential audience
with which the NSCR can effectively engage with. However, there is a risk that because
the national branch is a charitable organisation, their following may be consumer-
customers rather than business-customers. Regardless, both LinkedIn and YouTube
have reasonable engagement with business-to-business customers as indicated by
Ramshaw (2021), which means there are additional methods to connect with the
targeted audiences, with traffic directed from the national pages to the NSCR’s LinkedIn
profile and YouTube channels. Nevertheless, establishing electronic word-of-mouth will
help generate sales, making the expected returns of $5,000 achievable; however, the
potential returns can range from $1,000 to $25,000, depending on the sales volume of
each customer.

Trade Show
Considering that the construction sector has been classified as an industry that requires
high volumes of native seeds, it is anticipated that the customers acquired through the

53
trade show will be profitable clients for the NSCR. As such, the returns can be expected
to be much greater than other means that may attract smaller-scaled customers. It is
anticipated that the NSCR will source three to five customers, with an expected return of
$50,000, a best-case scenario of $75,000 and a worst case return of $10,000.
Considering that the expected attendees will be approximately over 6,600 people at the
Design and Build Show (Events Eye n.d.), this is a viable and feasible prediction.

Print Media
Through the distribution of print media that embeds the main selling proposition and
point-of-differentiation, it is expected to acquire five customers and generate $75,000 in
revenue. Considering the purchase quantities of these five customers may vary, the
worst-case scenario would be $25,000 of revenue and the best case would be
$150,000. This is a valuable form of marketing as it is a tangible element that can be
retained by the customer. Therefore, if the print media does not immediately entice
purchase, due a lack of current need, the NSCR will continue to have a reference point
with customers to encourage them to purchase seeds as required. Additionally, by
having access to this marketing collateral on a repeated basis, assuming that it is not
discarded, the business customer will be able to recognise and recall the organisation,
thus building brand awareness through their ongoing efforts to form long-term customer
relationships.

Direct Marketing
The team anticipates that direct marketing efforts via phone and email contact with
existing and prospective customers will have the greatest opportunity for return for the
NSCR. By connecting with businesses on a more personal level, rather than circulating
promotional messages to mass audiences, the NSCR will foster meaningful and
enduring relationships. This will enable customers to assist with conversion from
awareness into sales and potentially set the foundations for encouraging customers to
purchase larger quantities. Additionally, there is no limit to the number of customers that
the NSCR can contact, and therefore, the number of seeds sold is dependent upon the
vigour they devote to this strategy. Due to the potential of this strategy, the expected

54
return is estimated to be $250,000, the worst case being $100,000 and the best case
being $350,000.

Price Incentives
Similar to the direct marketing strategy, price incentives are expected to bring high
returns to the NSCR. By incentivising larger purchase quantities, the amount of revenue
that the NSCR can acquire will be greater. By making higher quantities cheaper, this
can alter the decision making-process for businesses, encouraging them to think of cost
viability when placing their order and as such, increase their purchase quantity. Since
native seed can be stored for around two years (Appendix L), businesses may be more
inclined to purchase more than they need for their current project to qualify for the bulk
deal, or will refer another business to make their purchase more cost effective in the
future. By referring other businesses, the potential customer base will grow, accounting
for more sales. As such, the expected returns for these incentives will be $250,000, with
the best case being $400,000 and the worst case being $125,000.

Website and Search Engine Optimisation

By improving usability and locatability of the website, through the optimisation of the
physical features of the webpage and search engine optimisation, the bounce rate of
customers visiting the website will be lower, as page visitors will be more inclined to visit
the page, stay on the page, read the information and enquire. Because customers will
be guided through the process, the NSCR will be able to acquire higher sales than
present and hence, the expected return will be $60,000 for the website optimisation and
$75,000 for the search engine optimisation.

Google Advertisements
Google Ads will fortunately incur no cost through the Google Ad grants that are offered
to not-for-profit organisations. Seeing as the NSCR is attached to Greening Australia’s
national website, they will be able to benefit from this offer. As such, if native seeds or
other related words are searched, Google Ads will direct and encourage customers
towards the NSCR by placing the pages at the top of the search results. This will assist

55
with locatability, which will in turn increase the number of enquiries received. As such, it
is expected that return for this strategy will be $10,000 with the worst case return being
$5,000 and the best case being $30,000.

17.0 Control Procedures

In order to gauge the effectiveness of the previously outlined objectives, KPI’s will be
established to monitor the return on marketing investment.

17.1 Awareness

Achieve a 20% increase in awareness amongst native seed buyers by December 2022.

Website Enquiries and Visits

To measure the awareness objective, the NSCR will implement a monthly review of the
enquiries sourced through their website via the ‘Contact Us’ widget. Additionally, a bi-
monthly review of the overall page visitation rates will be conducted to determine
whether there has been an increased uptake in the NSCR’s services and if awareness
has been consolidated amongst the target segment. The enquiry data can easily be
sourced through general observation, with specific website data needing to be sourced
in collaboration with the national branch, who will gauge website traffic, bounce rates
and the duration of time individuals spend on the page. This data is accessible via
Google Analytics, which can determine the number of unique visits, the duration of time
spent on the site, online enquiry rates, search word usage and the nature of the website
visit (via web browser referral or direct entry) (Analytics Help n.d.). Monitoring this will
enable the NSCR to measure the effectiveness of the collective marketing strategies in
directing the target towards their product and services to build overall awareness. This
sets the precedent for increased sales and the development of business relationships
and therefore, it is essential to regularly monitor awareness and whether the
implemented strategies have been conducive in meeting business goals.

Social Media

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Whilst the individuals engaging with the website would have heightened awareness
compared to individuals briefly viewing social media posts, it is still essential to track the
progress of social media elements. This is because social media still has the capacity to
circulate and enhance the visibility of the business to new customers. Since Facebook
and Instagram posts will be posted in collaboration with the Greening Australia national
branch, post insights will need to be sourced from the media team. An increase in
awareness will be indicated through higher viewership rates and engagement levels (i.e.
likes, comments and shares), with it being important to monitor whether these statistics
remain consistent or are subject to increase as these insights indicate whether a
different strategy needs to be adopted. This is transferable to the YouTube and LinkedIn
elements, however, the NSCR will be able to access this independently. Awareness
should similarly be tracked through views and interactions with the content.

Direct Marketing
The influence of direct marketing efforts on awareness will be monitored within the
curated database. Liaison with customers via phone or email will be documented on a
spreadsheet to monitor trends and to take note of core pieces of information that will be
of value to the NSCR for future dealings with the customer. By updating the
spreadsheet to include where customers heard of the brand, their influences and by
tracking whether the customer base has increased, the NSCR would be able to conduct
market research within their normal operations and outreach techniques. This will
provide insights into whether the current awareness enhancing strategies are effective
and allow them to determine other methods of reaching their target market. This can
include briefly asking customers if they became aware of the brand through different
mediums such as the trade show or social media. This can determine whether moving
forward strategies are maintained or altered.

17.2 Sales
Sell a combined total of 1.5 tonnes of native seed amongst five medium-to-large
business customers, generating $600,000 in revenue by December 2022.

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The sales objective will be easy to track and monitor via internal company records and
sales data. By comparing financial records from the previous financial year to after the
campaign period, it will be clear whether or not the marketing strategies implemented
have been conducive in achieving and/ or exceeding sales targets. Although final
reports provide a holistic overview of sales performance, the NSCR should conduct a
monthly review to ensure cost control measures and revenue targets are progressing as
intended and any unexpected incongruities are noted and understood so solutions can
be devised. This review should analyse all accounts receivable and accounts payable to
ensure there is positive cash flow and that the business operations are sustainable.

17.3 Business Partnerships

Create formal long-term business agreements with three wholesale nurseries and
landscaping companies and two construction and mining companies by December
2022.

Within the business partnership objective, the success will be tracked via a combination
of observation and record-keeping. The database will be monitored and used regularly,
with a monthly review of the recorded information conducted to determine whether a
more comprehensive record is required or whether specific information is relevant. In
terms of monitoring the effectiveness of business relationships, the NSCR will need to
liaise with businesses to determine whether their native seed needs are ongoing, further
developing tailored incentives to sustain their future business. Since the purchase of
native seeds is sporadic and not frequent, it is unlikely that the NSCR will be able to
track repeat purchases within the 12-month campaign period; however, the NSCR can
set up formal processes with customers, such as written agreements via their direct
marketing methods, to ensure they retain customers for future purchases.

Measurement of Target Markets

Each target market will be reviewed on a monthly basis and measured using criteria that
is based on the quotes obtained, success of direct communications with these

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businesses and its conversion rates. The resulting feedback will be analysed on the
foundation of feasibility and return on investment, which will determine whether they are
a viable target for the NSCR to continue devoting resources towards.

18.0 Contingency Plan

Although this plan has taken into account the internal and external forces that may
impact the implementation of these strategies, there is still a margin of risk that needs to
be considered. It is essential to devise a contingency plan to determine alternative
solutions to ensure objectives are met and the critical issues have been addressed.

18.1 Social Media

In terms of social media, there is a risk that individuals may bypass the posts if the
content does not encourage or attract attention. Considering that social media is not a
paid component of this campaign, the risk is low; however, to combat such low
engagement rates, the NSCR needs to ensure that their social media appeals to the
needs and requirements of their business customers. It is important to take a rational
approach that resonates with the target market's needs to emphasise the SMP and USP
of the business. Nevertheless, both Facebook and Instagram provide diagnostic tools
which can track engagement levels. Amendments to the strategy can be made as the
data trends become clearer, with content and visual variations being required to
stimulate interest amongst existing and prospective clientele.

An additional risk includes the absence of marketing personnel within the seed division,
which can affect the organisation’s social media presence. To mitigate and resolve this
risk, the NSCR can embed different software into their marketing efforts, such as
Hootsuite, which will enable the division to schedule posts in advance and thus,
eliminate the need to post manually. In the case where this strategy is effective for the
division, there is the potential to allocate a budget towards upgrading to Hootsuite
premium to streamline the organisation’s marketing efforts.

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 18.2 Website
If the development of visible widgets with strong calls-to-action is not effective in
attracting additional clientele, the contingency approach will involve providing incentives
for businesses to contact the NSCR, such as a limited time discount offer to those who
enquire, or convey specific commitments, including guaranteed replies within 24 hours.
This will stimulate demand through buzz marketing and provide the additional push to
increase awareness and sales figures.

18.3 Emails/ Phone

There are technicality issues that can arise within the direct marketing component of the
strategy, such as undelivered emails or unanswered phone calls. Spam filters for emails
can easily be triggered by certain keywords that are detected via specific email
algorithms and thus, prevents emails from reaching the receiver (Burns 2020). This can
be avoided by staying relevant on certain keywords that can trigger this response and
designing emails accordingly. Although this incurs additional work, it avoids time and
resources being wasted on constructing emails that do not reach existing and
prospective customers. Additionally, there are also compatibility issues depending on
the device with which the email is being viewed. In a business-to-business context,
emails are more likely to be viewed on a desktop browser. However, there is a potential
that emails are viewed on phones or tablets, and as such, it is important to also check
the compatibility of emails to different device specifications. Creating a standardised
email design that satisfies the different device requirements will mitigate the risk of
businesses disregarding the emails.

Furthermore, as experienced within the primary research, there are difficulties in

approaching some businesses, if they are within a peak operational period, as they may
be unavailable to manage an influx of phone calls or may require arranging a
consultation prior. The increased difficulty to contact businesses can hamper the
strategy, given that a large proportion of previous sales rely on telecommunications.

60
This can be resolved by scheduling a time to call, thus conveying professionalism as the
NSCR is taking their customer’s schedule into consideration.

18.4 Trade Shows

Participation in trade shows entails the highest risk for the NSCR because of the high
cost involved and the non-guaranteed return on investment. Trade shows require a
great number of resources to differentiate themselves and attract consumers, but they
also provide high opportunities for visibility among the target market. This can be
achieved by the use of vibrant colours, product display, friendly and engaging personnel
and selecting a high traffic location that is conducive to increasing awareness and sales.

18.5 Print
A potential risk of print media is the threat of marketing collateral being discarded or not
taken into proper consideration. To mitigate this, the design of the print needs to be
user-friendly and easy to interpret with minimal copy, effective colour usage and
relevant information that is valuable to the target customers. The return on marketing
will be considerably higher by improving the readability of the information package and
providing aesthetic and informational incentive within the flyer.

19.0 Conclusion
In summary, the premise of this marketing plan is to address the concerns of the NSCR
to improve the profitability and sustainability of their operations. To reach the core of this
issue, a situational analysis was conducted on the internal and external forces to which
has a significant impact on the NSCR’s existing operations. This, in conjunction with
extensive primary and secondary research, has provided justification for the three
critical issues: low sales, a lack of marketing and promotional strategy, and an
unidentified target market.

61
Based on the identification of these issues, three marketing objectives are developed to
direct the NSCR to overcome such issues and secure its position within the native seed
market. These include:
1. Achieve a 20% increase in awareness amongst native seed buyers by
December 2022.

2. Sell a combined total of 1.5 tonnes of native seed across five medium-to-large
business customers to generate $600,000 of revenue by December 2022.

3. Create formal long-term business agreements with three wholesale nurseries

and landscaping companies and two construction and mining companies by
December 2022.

To achieve these objectives, a viable target market was presented and with this,
followed the marketing strategies that included a 12-month implementation plan. The
proposed marketing strategies are summarised below:
● Product Strategy: Providing post-sale services and care to consumers.
● Pricing Strategy: Providing bulk sales offer and incentivised referral discounts to
customers.
● Digital Communication Development: Building awareness and sales via social
media, further extending to website development and optimisation using Google
Ads and SEO techniques.
● Print Advertising: Distributing information packages to prospective customers to
drive sales.
● Direct Marketing: Driving awareness and sales through trade shows and direct
communications via telephone and email.
● Staff development training to improve staff capabilities in closing sales and their
direct marketing capabilities.
● Website design amendments to facilitate greater ease of enquiry and contact
between customers and the NSCR.

62
The financial forecasts of this marketing plan has provided an estimation on the return
on investment to total to $762,815.69. Taking into consideration the contingency plan in
the case of any unexpected occurrences, it is predicted that the NSCR will be able to
meet marketing objectives, whilst achieving their foundational goal of maximising their
sales and awareness in the native seed market.

63
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72
21.0 Appendices

Appendix A: Transcript of Client Meeting #1 with Paden Wilson 

 
Marketing Planning Project Spring 2021
Greening Australia
Client Meeting #1

Marketing
How does your customer find you? (i.e., social media, website, contact information,
events, workshops)
No research/background knowledge; larger sales made via general enquiries to organisation;
known brands for revegetation, looking for seed or GA services.

Flexible to generate sales across all promotional channels—no social media track.

What marketing/advertising have you done previously?

Paden asks, how do we find these customers? Who is the target market who wants seed?
Target organisations/businesses – find people who want = large scale revegetation **East
Coast** = Most preferred customer = Those who are aligned with GA values = Restoring habitat
-- Funded through grants

Potential B2B marketing = Large entities to buy these large quantities of seed to supply in the
future

Budget = N/A; there is a national budget, said “moderate budget, depends on the value of the
marketing plan. he can communicate to the company.”

Goal: Sell ALL the seed today; selling product anywhere between 40c/g – $2-3/g.
*Aiming to sell a kilogram of each product

73
External mark-up pricing requirement = Minimum 65% mark-up

What online and offline media channels do you currently use to communicate with your
market?
Manage on a national level; there are sales generated through social media
^N/A; someone calls to enquire for GA; no direct contact coming via social media,
indirect calls or transferred email to ask about seed or other services

Social media for the seed market = zero; do not know if this is something they would do; can be
done if it aligns to the message.

What is your social media presence like? (Reach, post frequency, followers, interactions
etc)
No social media presence?

Where do you see yourself in the market right now and 10 years from now where do you
see yourself in the future?
N/A

Are there any other opportunities that exist in your marketplace, and do you think they
are ones you could take advantage of?
Regenerative agriculture; bush tucker—steer clear; cultural appropriation issues

Do you have previous market research that would assist us to develop the marketing
plan?
No previous market researches.

Competition
Who are your key competitors?
Other seed merchants; environmental groups who collect seed.
TOOLIJOOA – Based in Sydney; not national, contract-seed collection; land management;
native nursery(?); grow plants.

Customers

74
What are the demographics of your ideal customer/client? (Location, age, gender,
income)
East coast; businesses, who share same/alike values.

What does your current donor base look like? Do you have a customer profile available?
N/A; unknown, at a national level.

Currently, commercially—in NSW, mostly state/federal government, but declining. Noticed five
years ago, resources at state/federal level for environmental work is declining = Look into
corporate engagement; but corporates need environmental projects.

Potential to target regional areas? = Environmental science; purists say seed should not travel
more than 10km.
^Climate proofing = GA is already working in this space; thus goes against hat the
purists say.

Regenerative agriculture? – customer can become vendor to buy the seed later, if they harvest
it

Your website says you aim to involve people who work with the landscapes you want to
improve. What are you doing currently to reach out and engage with these people? Do
you find it to be effective? 
N/A

Business
Why are you doing what you do (What is Greening Australia’s mission statement?)
Mission Statement: “Our vision is healthy, productive landscape to help people/nature thrive;
restore habitat”.

Who are you in partnerships with to deliver your goals in climate proofing?
*Mentioned CSIRO(?)

What is your bestselling product/service?

75
Native grasses; herbs – started to support vegetation community of Western Sydney. Heavily
impacted by development; recently planted tree(?)/shrub from bush that is available as a
product.

Limited sales request, people are mostly after grasses.

What would you like to see come out of this opportunity with WSU MPP?
Who to approach; who to start talking to to sell the seed—identifying the appropriate target
market.

Do you think your current operations are sustainable to your 2030 plan? How is the
organisation progressing? 
Not sustainable, until target market/revenue is identified; unless there is a funding source –
unwritten to do the work; currently keeping head above water.

Company has a massive goal – incl. internally, e.g. development impact, habitat loss, bushfires,
revegetation
**Organisation (GA) has identified the importance of native seed.

Research more on PROJECT PHOENIX = Successful.

Greening Australia has several partnerships, such as with Officeworks and Sun Skincare.
How did these partnerships come about?
Started from national level; less investment from the government – need to find other sources of
funds.

Financial – No information; Paden will get more information regarding this.

General
What do you think your main strengths are and which areas do you think the company
can improve upon? 
Strengths = Not many people have seed products like GA – seed is hard to find.

76
Potential Threat = “We know how to harvest and grow products; ageing population of people
who do that externally – potential loss of knowing how to source these products—older
population know where to find, collect and provide as a product; not many young people are
getting into it; not an established market = collecting native seed.”

What is your focus this year? What activities are you engaging in as of right now?
Paden’s role is to collect/source seed and sell seed – need to do both well; the challenge is
selling the seed.

We can grow the seed, but there is a limit. If selling is too good, there is a lag time for crops to
come through = Limitations of seed to grow, collect, purchase and distribute.
*Not a lot of new collectors.

What major changes have been within the business to adjust to the current situation
associated with COVID?
Said, QR code.
Decrease in available resources = Not being able to get product in the door as quickly as they
have in the past.

In terms of your current projects, how successful has Project Phoenix been in being a

national solution to the 2019-20 bushfires? 
Said, no direct relationship with it –

77
Appendix B: NSCR Customer Sales within the Previous Fiscal Year (FY)

Company Qty (g)

GREENING AUSTRALIA 104083

RICHARD CROOKES CONSTRUCTIONS PTY. LIMITED 10270

ANDREASENS GREEN WHOLESALE, NURSERIES 7854

GLASCOTT LANDSCAPE AND CIVIL PTY LTD 7280

PENRITH CITY COUNCIL 1400

NATIVE SEEDS PTY LTD 1200

WESTERN SYDNEY UNIVERSITY 700

Summit Open Space Services 300

78
Appendix C: Transcript of Client Meeting #2 with Paden Wilson
 
Marketing Planning Project Spring 2021
Greening Australia
Client Meeting #2

Marketing
Do you have any input as to what is included on the native seed tab of the national
website? Can you suggest changes or develop the native seed component of the
website?
Contact website tab changed to Paden -- will be revamped for emerging seed business. 
Provides context to the facilities and services they provide 

Are you willing to make/ do a video animation or workshops to provide more information
about the seeds process? (how it’s helping the environment, and the actual seed
process)
On his list of things--equivalent to social media post; minimal video making skills/ resources--
will need to incorporate professional development of videos in budget 

On average, how many email enquiries do you receive per day?  / How many enquiries do
Seeds Greening Australia receive during any given week or on a monthly basis
From bushfires, 600% increase - input robust delegation system - good process; 

East coast seed enquiries go to Paden. 

1-2 email enquiries per week = small amount of seeds, (enquiries are not seed always focused) 

Talk about other environmental issues such as rainwater collection-- Can be a method of
building rapport?
Said he sometimes refers them to other nurseries? 
 
Long-term contracts with these^ ppl or gov level = finished long-term federal contact – with
Western Sydney airport (federal)= Looking to renew; currently do not have any gov contract 

(GA has federal state contracts)

79
Native seed prices fluctuate with supply/demand-- need to determine if they established a fixed
price 

Competition
To your knowledge, what marketing/ promotional efforts are your competitors engaging
in that have been effective for them? Is there a particular strategy that you have been
interested in implementing?
N/A. He knows some competitors have web portals to purchase small or large quantities of
seeds. Want more restoration projects rather than selling in small quantities. He is looking for
larger contracts = focused on restoration projects 

Customers
How many clients can you comfortably serve at any given time?
Currently, handful of clients, small volume of seeds; they have had enough seed to deal with
existing demand 

Going back to the volume of seeds you sell, how many seeds have you sold per client so
far? 
 Range between 800g -- 10kg. 
 If someone approaches, they have the seed, they will provide the quote-- not picky to the
quantity they sell at the moment. Many have come to get a quote or understand what's
available in the market. If they’re interested, they are likely to buy at the quoted price 
 Wanting to source a bit faster than they can sell. From an environmental standpoint, he
wants it to go back into the environment = aligned with their values
 Seed is there for projects---amount has fluctuated, since last meeting based on sales
and additional quantities been sourced.  

400$- $1200 a kilo = depends on the species = grasses, (most popular), herb seed - important
for plant community 

Can you put a number as to how much you want to sell in one go, per client? Like the
quantity? 
Depends on the customers- wants to sell in large quantities. 

80
Extra Information:
How many customers have you secured through direct marketing efforts (by calling
existing and prospective clients)?
 The only outward facing marketing is only what is available on the website--outdated-
directs them to Paden
 Zero contact, all through enquires or they come through Nindethana--subsidiary of GA

Wanting to revamp website

Nindethana - Built name as seed merchant; 

Seeds AU get clients via GA 

Could we get a list of your actual buyers (customers)? (if not, do you know why they
bought your seeds) – What is the purpose of buying seeds?
**He will make a list of current customers to be sent to us =- predominantly landscape
businesses e.g. summit. --- Land managers practitioners???
 
In what circumstances would you be open to the idea of working with the mining
industry?
Open to this = mining industry have requirement in remediate the land they work on;
environmental pov, if minings use our city = native = they need a lot of seed if the remediate
large areas 

Understood that the mining industry don’t have the money to remediate all the land- might not
be a sustainable customer
 
Have ever considered selling the seeds outside of Western Sydney or would you
consider that if the allocated clients were just few within the acquired area?
Yes - based in the Sydney Basin - product best suited for Newcastle to Wollongong - depends
on species. 

Consider Province aspect- don't want to move it around too much- different situations where
people require province seed from further away from where they are doing the work- climate

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adjustment projects- source seed outside of area they are doing work-- only requires small
amounts of seed e.g. 100g 

How frequently do your customers need or purchase seeds? Once a month, once a year,
what is the duration?
Inconsistent -- repeat customers will be difficult to establish. 

Western Sydney? Facility--unique facility = one of a kind; cool rooms, storage outside of
botanical gardens

Industrial size seed cleaning modified to clean native seed- unique to GAs Sydney storage site. 
 
Newest seed production areas in Sydney = grows most product

Started with storage unit storage with aircons?; store at 16-17 degrees; recently built a walk-in
cool room- temp and humidity control 

Unique facility-- stable = Marketing point-of-difference= Competitors would have a germination

cabinet? So GA has a competitive advantage---capitalise this 

Donate seed as marketing incentive = Seeds Greening do donate seed, researchers from
university contacts Seed GA looking for seed, e.g. 50g of seed and donate seed instead of
making sales

Wants to explore handing out seeds as marketing collateral

Potential Idea: Business cards with embedded seeds embedded. 

Find someone who can put seed into paper and package it (environmentally)--good project, on
brand for GA

Different pollination that native seeds attract- farmers want native flowers around crops- can
increase demand for native seeds

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Looking for native seed = most likely researchers, who want small amounts of seeds

On campus??? - good place to give/sell seeds??

Business
How much of the 3.5 tonnes of seeds do you intend to sell? Do you have a deadline or a
time period that you would like to sell the 3.5 tonne seed stock within? 
As soon as possible 

Seeds may be three years old - some species have 5yr life; incentive to sell ASAP
 
What's the turnover time for collecting/ sourcing seeds?
*Missed the first part- come back to in recording*

Harvest season starts in Nov-Feb; seed needs to be harvested, dried, cleaned, packaged,
bank/storage
 Finish by June 

Do you have the capacity to provide advisory or post-sales services? 

He collects, source, sell seed - suggest how much to use, how to use, combination to use, what
species to use

Internal client = Greening Australia

Provide seed externally = he has yet to do this (open to this) 

Wants a bit of both---wants to leave enough seed so GA can do their work; focus on GA and
then external

Do you think Nindethana’s current way of selling seeds works? - Or could it be

implemented for Cumberland?
They know what they’re doing that’s why they've been around so long; Seeds is learning from
Nindethana 

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Nindethana-- Sells small to large scale--GA want to shy away from small sales 

Nindethana has web portals = internet(?) sales = process works for Nindethana 

Are you aware of any corporate guidelines or rules that Greening Australia has in regard
to marketing tactics or having a social media presence (such as being limited to only
Facebook and LinkedIn as social media platforms that Greening Australia can post on)?
LinkedIn, Facebook, Instagram
Open to social media = integrating with the national page?

How many people would carry out marketing initiatives/ be responsible for sales in the
native seed sector at Greening Australia?
Two people responsible for sales---Paden front facing-- customer engagement; another person
back end

Not a lot of marketing initiatives, currently haven’t had time = not within seed = works with
marketing team of the whole GA 

How has covid impacted the budget?

Budget 2020? = relatively unimpacted---just slowed down revenue 
Ability to sell seed hasn't been impacted too much- fewer hands around to do the work

State land, park land = not accepting contractors of their classification to the site -- coming
harvest season is smaller than previous, may mean less product available for sale 

In process of writing a proposal/building contracts to collect seed from national parks:

National park = large land holder, done by contractors = trying to find who the contractors are 

Financial
Do you have any objectives in mind for us to look further into? 
N/A making an attack plan of who to contact, who the potential customers are  

General
Are any of the seeds edible as is (without planting)? 

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Grass seed has previously been milled to make bread = Acacia seed is a ‘trendy’ product 
Stay away from ^^ because they want to focus on restoration
^^Restoration seed bank = support environment, local ecosystem 
Cultural appropriation -bush tucker- sensitive topic- sacred; partnership with black duck foods-
used to mill and make bread
^^DON’T WANT PART OF THIS, unless supporting indigenous communities

Are there any limitations or barriers you are facing with selling the seed?
No, just sourcing customers

Partnering with companies that harm the environment- double edged sword- they are helping
them to make their operations slightly less harmful

Seed seeds go back into the environment that is profitable for Seeds Greening 

How long do you want the campaign to last? / If we were to put a timeline to achieve
these goals, when would you want to achieve it, ideally?

Up to our discretion- we select how long the campaign lasts- a repeat campaign- ongoing 
Aim for a year????

How much revenue do you want to raise during this campaign? 

No revenue targets 
 
Estimate $1 million to run facilitate annually 
 
Only started this year; sold to a few customers- starting from scratch.; Start of the calendar year
= start selling

***He will look into quantities and send them to us.

Is it realistic to sell 3.5 tonnes in a year - doable?

85
Takeaways-- they're wanting large customers but won’t discriminate against smaller sales- any
is better than none
 

Appendix D: Kolter’s Five Product Level Model

86
Appendix E: Transcript of Client Meeting #3 with Paden Wilson 

Marketing Planning Project Spring 2021

Greening Australia
Client Meeting #3
 
Marketing
Are you able to maintain social media by yourself or will you require an additional staff
member?
There is a marketing team -- balance the need to market for GA. 

Social media is done via the national branch; Paden creates content and hands it over.
Depending on initiative, he can work with them to try to get them to help with content creation;
easiest if he creates it himself.

Just wanting to reconfirm if you would be interested in selling you stock online?
Leans away from selling online --; large orders -- he would like a portal to put expressions of
interest.
A shopping cart is not where they will be competitive. 

Completed via placing inquiries and providing quotes.

Can you confirm the average price of your seed? Is the range 40cents/g -$3/g or is it
$400/kg - $1200/kg (which converts to 40 cents/g - $1.2/g). Is it okay for us to use an
average price?

87
Products are between 10c/g up to $3 
Typical average price = 40c - $1.20 (range)
Some species average price = $2-$3

Do you (or Greening Australia as a whole) offer services for farmers who want to
transition into regenerative practices. E.g.: giving advice, improving soil quality
(specifically its carbon holding capacity) and then providing seeds
Do not offer to date -- works with farmers to revegetate production land to increase their yield.
Have not done it for regenerative farming, e.g. grass. It is on brand -- keen to do it, but funding
will be difficult.

Carbon projects are not within their division.

Have you ever attended a trade show or fair to promote Greening Australia? Is this
something you would be interested in doing?
Keen to enter the wildflower competition at the Easter show + wants to attend trade shows. 
*Can get someone to come and assist.

Customers
Are you still interested in targeting mining companies?
Yes, interested in targeting mining companies. 
Advantages = Impact large areas to revegetate; typically need large volumes of seed.

Business
Do you have a team that works with you on the SBU and if so, are we able to direct
consumers to these people to answer client interest questions?
Colleague completes back-end activities, including quoting and invoicing.

Inquiries via national phone number gets disseminated to specific divisions, however it is
unlikely that the inquiries will be a seed supply question.

Paden is mainly making relationships and outreaching.

What are your top 3 goals for the seed division within the year?

88
1. Sell initial inventory; Paden is always bringing seed in, cleaning and putting into inventories. If
it does not sell, it will grow to 4.5t. 

2. Create profit for the division 

3. Figure out who the main customers are.

* He is starting to call nurseries; colleagues are contacting mining companies
 Some nurseries were already buying from one that Seeds GA already sells to.
* MPP report will bolster what Seeds GA are doing^
AIM: To make profit + breakeven 
* Target market = Who do they need to talk to, or reach out to? 

Paden said: Nurseries are keen, but not all nurseries propagate all plants. 
 Wholesale nurseries -- some are native-specific, some are not
 Some nurseries contacted were buying from other businesses that GA already sells to.

*Sell to businesses that grow seeds and sell seedlings to nurseries*

What are the next steps in growing the seed division if it hits the financial goals within
the next year?
Breaking even, some form of profit

Building production areas and the processes and procedures around that-- would be great if
they could duplicate it. Seed production areas are beneficial as you can grow seed without
damaging the environment. 

Maintaining a reliable customer base -- Sometimes they miss out because someone is beating
them on price, or they get customer requests that they can’t fill.  Local councils and nurseries
have come back 3-4 times - looking to find more that will be return customers.

In the first financial year of the SBU, how much did it grow in terms of financials and
consumer interest?
Don’t have a good baseline; however, there is increased interest in using native species.

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How many units of seeds are considered as bulk sales?
Don’t have a line in the sand for this. 

Recently considering looking at what type of customer and the quantities they purchase, e.g. if
the customer needs large quantities, they can get a wholesale price.
 
*Finding common purchase quantities 

Large Quantities = Mining

Middle Quantities = Construction 
Smaller Quantities= Wholesale nurseries

Are your warehousing/storage locations only within NSW and would you consider
expanding interstate? 
Wants to focus on NSW with a Sydney-focus, because that is where the seeds originate from --
caters to provenance requirements. They do have hubs in other places.

Extra Questions
You mentioned that you were contacting nurseries, are you able to share some of the
names of these nurseries? Or even the region of the nurseries they are located within?
Focus is on the Sydney basin/region -- Newcastle and Wollongong. 

Small nurseries = Recence? Alpine.

What specific regions are the seeds provenance to? Do you source from a few or all over
NSW?
The seeds are collected primarily from the Sydney basin including Wollongong and also extends
to Canberra
*Sources all over NSW, and Canberra

Do you also want to reach out to different universities? 

Have not thought about this. University would be a smaller market; it provides less seeds than a
nursery. Universities have a narrow need for seeds, as it is mainly used in labs for testing etc. 

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If they can tackle this in an easy way, and prove they have what Universities require, Seeds GA
won’t turn them away; good to support research.

Are you willing to sell seeds for promotional purposes? Our team contacted
Campbelltown council, and they are searching for seeds to hand out but use self-
collected seeds for regeneration. 
Received a request from a museum in Canberra wanting 300 packets of seeds -- there were
difficulties surrounding how many different species, how many seeds in a packet? 

Promotional seed products are purchased in smaller quantities; however, there is an appealing
aspect as GA would be supporting education and would be good for marketing purposes. 

*Problem*: Takes a lot of time talking back and forth to arrange the specifics. They have had
requests for biodegradable packaging; however, they are not equipped to fulfil such requests. 

Best packaging for seed is material that doesn't allow air flow and sunlight.

Aluminium plastic is best for the seeds. 

How do you navigate around councils wanting to only specifically use seeds only within
their LGA? A lot of councils want to keep the seeds within their LGA rather than
outsourcing. 
Lots of seed collected within different parts of Sydney, so potentially have suitable seed for
different councils, specifically for Western Sydney. However, some councils are strict and don’t
want seeds to leave their councils, 

Councils sit same-same with nurseries = small quantities 

CBRE = Lendlease and M7 projects?

Penrith council nursery was a previous contact and they were able to get their business through
their existing relationship. They would send requests for projects and also led to contacts to
construction companies. However, these are mainly reactive sales and GA are trying to move
towards proactive sales by calling people and contacting them directly. 

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There is a park in Blacktown (Shane’s Park) = commit to zero species loss 
Have been speaking with national parks. They produce seed in crop setting, ended to source
wild seeds, small amounts to incorporate into crops to ensure integrity. 

Need to get access to bushland, national parks are tricky as well.

Extra Notes
 Sometimes customers just send a spreadsheet, species, location. It’s hard to know if
they are looking for a price or for a proposal. Sometimes he calls them on the phone to
engage which sometimes influences how he can supply the quote to them. 
 Customers are looking at where they can get what they want at the best price. 
 Not interested in carbon farming side- looking at mining, contracting and construction
 Willing to promote on Facebook, Instagram and Twitter, but has to work through the
national media team. He can request help, but this often takes longer. 
 Do a cross-offer. When customers buy products, they recommend other services from
GA. Same customer and they're providing 2 different avenues for solutions. If customers
need help planting, they pass them on to the relevant teams that can help. 
 Conduct quality control = germination of seeds, tested annually, however they are falling
behind. Sold 11kg internally for a seeding project. To make sure they can convey quality,
they retain a bit of the seed and do germination tests as the work is being done. This
provides business protection/ evidence that the seeds do germinate. Confident in what
they are supplying. So many factors that can impact germination e.g. germination, not
enough maintenance.
 Complementary services - cleaning for people, free for service.
 Supplied testing for internal projects, GA projects such as in VIC. They give assurance
before they start work. They also supply technical advice for project design 
 Penrith council = come back a few times, buying seed because they want to grow for
projects or give to residents. 
 Construction company = one hit, whatever project requires x seeds
 

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Appendix F: Porter's Five Forces Model

93
94
Appendix G: Major Players in the Australian Seed Production Industry 

 
 

95
Appendix H:  SWOT Analysis of the NSCR

Strengths Weaknesses
 Limited competitors in the  Business has not yet devoted a budget
Australian native seed market to towards marketing and sales acquisition. 
serve customers’ needs, enabling  Existing lack of awareness and
Greening Australia to have strong establishment in the intended target
product differentiation and a point- market.
of-difference.  Lack of marketing has resulted in little-to-
 Large quantities of seed are no reach in the target market.
available for immediate purchase  Product depletion risk; the product is
(3.5 tonnes). perishable, which means consistent stock
 Greening Australia is flexible and turnover is essential.
willing to generate sales across all
promotional channels.
Opportunities Threats
 Demand for land restoration  Less financial investment from the federal
projects rapidly increasing (Logan government has led Greening Australia to
2020). seek new sources of funds from
 A recent study led by corporate partners, such as Officeworks.
environmental scientists at ETH  The reliance on state and federal
Zurich found that land restoration government funding can be a risk as the
and regeneration is more powerful acquisition of these grants are not
than other proposed climate guaranteed. As such, Greening Australia
change solutions in its ability to needs to be able to sustain their
work towards resolving the global operations through internally-generated
climate crisis (Woroniecki 2019). funds.
 Additional studies have found that  The entirety of the global environment,
the restoration of natural habitats conservation wildlife organisation market
can facilitate the reduction of one- is projected to decline by a substantial
third of the emissions required by margin, down from $22.23 billion in 2019
2030 (Greening Australia 2019). to $22.16 billion in the preceding year
 There is quite a large degree of (National Association of Conservation
potential and demand for the seed

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 products with an estimation of Districts 2008).
approximately two million hectares  The compound annual growth rate of the
of degraded land that has the aforementioned market is -0.3%, which
potential for restoration (Greening can be attributed towards the global
Australia 2019). COVID-19 crisis, which has restricted the
 Access to funding/grants through ability of biodiversity loss prevention. The
the Environmental Restoration recovery from the COVID-19 pandemic is
Fund. This enables greater expected to enable the market to
prospects for other projects and to recuperate by 2023, reaching an
assist further with seed collection expected $25.95 billion and a compound
and distribution. annual growth rate of 5.4% (National
Association of Conservation Districts
2008). 
 The sourcing of seeds is greatly reliant on
older individuals and is reported to be a
dying industry amongst the younger
demographic.
 Seeds Greening Australia’s products are
limited to the amount they can grow,
collect and purchase. Collectors are
aging and the lack of new collectors can
mean that their products are limited in
supply, threatening the organisation as
customers can select a competitor
supplier with more reliable product
availability. 

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Appendix I: The 5-Why Analysis of Critical Issue #1 – Low Sales

98
Appendix J: The 5-Why Analysis of Critical Issue #2 – Lack of Marketing and
Promotional Strategy

99
Appendix K: The 5-Why Analysis of Critical Issue #3 – Unidentified Target Market

 
 

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Appendix L: Primary Research Transcript – Local Councils 

Campbelltown City Council – Environmental Education Officer: Michaela Beattie

Date: 24/9/21 

1. Do you have a present need for native seeds?

My role is within the natural areas team, which is centred around new tree planting, community
engagement and providing safer environments for plants and animals. At present,
Campbelltown Council’s bush regeneration programs are focused around the growth of native
plants, however, we usually use tube stock or hiko trays as these methods have a greater
growth success rate, and we usually shy away from utilising native seeds for this specific
purpose. 

Currently within the Council’s bush care team, our bush regenerator has a license to be able to
collect seed, where the seed is stratified and stored at council. These seeds are then used for
school education programs, where we try to encourage students to grow endangered seeds,
and we also use these seeds for the home nursery program that we run. We generally hold two
home nursery education days per year where they provide residents with the knowledge on how
to grow and germinate seeds. Around 1000-3000 seeds are utilised yearly for these programs.  

At present, we would like to continue to use native seeds for school education programs as well
as for our home nursery program, and we are willing to purchase seeds for this purpose. This is
mainly within our events team, with promotional stock for these different events requiring around
500-2000 seeds that can be branded or has scope to be branded. We are willing to purchase
this in bulk as the longevity of the seeds will allow it to be stored over 2 years. 

2. Has your council purchased native seeds in the past? 

a. What project was it for?
Campbelltown Council has purchased native seeds previously for our school education
programs for early learning, primary and high school levels, as well as for our home nursery
program, all of which educate and encourage the community to plant native seeds. 

b. Who was your supplier?

The supplier that we used was Toolijooa. 

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 c. What quantity of seeds did you purchase?
In terms of seeds, we generally purchase around 1000-3000 seeds per year for these programs
and usually make this purchase once a year as these seeds have reasonable longevity and can
be stored for over 2 years. 

In terms of purchasing seedlings they usually purchase 5000-7000 seedlings over one year and
purchase a 50/50 mix between hiko trays and tube stock. Tube stock they have found is good
for giving out to the public as hiko trays have 50-100 seedlings per tray. 

d. How long ago did you make this purchase?

For seed stock as previously mentioned we usually purchase this once a year because of the
shelf life of the seeds, however in terms of seedlings, we usually purchase these 3 to 4 times a
year (around once a quarter) but we generally do not purchase over summer period as we
usually plant in Spring, which gives the plants a chance to grow before summer conditions. 

3. What would you be using native seeds for?

We mainly utilise native seeds for our promotional projects, rather than direct environmental
restoration. This is in partnership with our events team and also through our council run school
and community programs that educate residents on the importance of environmental care and
native plant growth. We would require 500-2000 seeds for this purpose that have the potential
to be branded in some capacity. 

4. Are you more likely to purchase native seeds or imported seeds?

Campbelltown only utilises and purchases native stock (no fruits of vegetables or imported
species). The council has a strong passion for preserving Australian species and are educated
on the benefits that native seeds and stock provide to the environment.  

5. Do you have any future or upcoming environmental restoration projects that may
require native seeds?
We wouldn’t be using these seeds for restoration projects, rather for school and community
outreach projects. We do have seed that staff members have collected but we still are
interested in purchasing additional stock. We have tried finding (before COVID) a business that

102
provides seeds in a promotional format such as seed sticks or sachets, so it is easy for people
to take home. When we have the budget, we would be interested in purchasing seeds in this
manner for environmental education and community projects. We do have around 3 to 4 major
events per year with about 1000 people attending each, so we would be interested in
purchasing for this purpose. 

6. From your experience, can you think of any other businesses that may be interested in
purchasing native seeds? 
I can’t think of any other businesses, but within the council I think there are other divisions that
may be interested or benefit from the use of native seeds. Specifically, as I’ve mentioned, the
events and promotional team would be interested, also the arts centre or for Aboriginal
community events like NAIDOC and Sorry Day, where they provide hand-out to attendees. This
could be a good opportunity for them to hand out seeds which have a strong cultural
connection. 

Other notes
 Currently haven’t been able to engage in much bush regeneration work or schools
outreach programs due to COVID, which may impact the purchase quantities of seeds. 
 In terms of the product, the council seemed interested in purchasing seed in a
promotional manner and mentioned having seed sticks or something they will be able to
easily hand out to residents and students. This could be a product avenue for Greening
Australia to allow them to become more competitive.

Parramatta City Council – City of Parramatta Council Nursery: Kim

Date: 24/9/21 

1. Do you have a present need for native seeds?

We do regularly use native seeds for our different environmental regeneration projects,
including along our waterways and creek lines, within our bushlands and also for one of our
recent land care projects, where we grew 10,000 trees for the Great Western Walk. However,
we do have specialised contract collectors who focus on endemic species within the Parramatta
LGA and we aren’t willing to source native seed from anywhere outside of the Parramatta LGA.

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We are equipped to collect seeds and understand the importance of native seeds; however, we
do have a provenance focus to ensure the genetic integrity of the plants. 

2. Has your council purchased native seeds in the past? 

We do not outsource our native seeds because we at Parramatta Council have the capacity to
source and collect native seed with our licensed team. This is more viable for us as we have a
team that we trust and also because we can ensure these species are endemic to the
Parramatta LGA as there is some variation between seeds over the Eastern part of Australia. 

3. What would you be using native seeds for?

As previously mentioned, we usually use native seeds for our regenerative programs along
creek lines, and within our bushlands. We did work on a few regenerative projects for tree
planting and native plant growth along our new communal areas. These are our main focus
within the council. 

4. Are you more likely to purchase native seeds or imported seeds?

As previously mentioned, we aren’t willing to purchase native seeds because we already have
the capability to source these through our local council. We do however have a strong
preference towards native seeds as we understand the importance of maintaining the
provenance species within Parramatta as these have the greatest environmental benefit. 

5. From your experience, can you think of any other businesses that may be interested in
purchasing native seeds? 
I think in terms of other businesses, I think plantation forests would be a good option as well as
mining companies as there are times where there is damage caused to native flora and will
require replacement. I think they would have an abundant need for native seeds to restimulate
the environment. 

Additional Notes
I questioned whether they would require native seed for promotional purposes like other
councils. Kim said that they have a national tree program and school programs which are within
a different department. She did however say that they don’t hand out seeds that she knows of
as yet. They do have an open day for the LGA where they offer two free tubes to residents twice
a year. These are not endemic species, rather, cultivares. If the seeds offered are native to

104
Parramatta LGA and are offered in an appealing manner, there may be potential for Greening
Australia to offer native seeds to Parramatta Council for promotional purposes. 

Hornsby City Council – Natural Resources Manager: Peter Coad

Email Date: 24/09/21

1. Do you have a present need for native seeds?

Hornsby Shire Council collects, stores and grows local native seed through the Warada
Ngurang Community Nursery facility.

2. Has your council purchased native seeds in the past? 

No, as per above we do all our own work in house with native local seed.

3. What would you be using native seeds for?

We use native local seed for all projects requiring native plant propagation and production. This
includes native area restoration, plant production for plant giveaway days back to residents,
other council projects including constructed wetlands and supply of plants to schools.

4. Are you more likely to purchase native seeds or imported seeds?

We don’t purchase native or imported seeds

5. Do you have any future or upcoming environmental restoration projects that may
require native seeds?
We have ongoing projects from a land management perspective requiring ongoing planting of
native plants drawn from our ex situ seed collection

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6. From your experience, can you think of any other businesses that may be interested in
purchasing native seeds? 
Other users of native seeds could include schools, Landcare organisations, other government
departments at various levels and private landowners.

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Penrith City Council – Senior Executive Assistant: Marie Maher
Email Date: 01/10/21 

Penrith City Council uses a mix of seeds, seedling and nurtured trees for its open spaces,
sports fields, street trees program and city redevelopment. Council’s own nursery grows a
diverse range of native species, often from seed.
 
Council has embarked on its Greening our City program where we will plant 5,000 street and
park trees across the Penrith LGA in addition to existing planting programs. Seeds for this
project were acquired in May from Greening Australia and are being used to grow tubestock and
advanced trees in the Penrith LGA.
 
Council we continue to purchase native seeds for the many projects within the LGA requiring
tree species to be grown including the ongoing rehabilitation of our various Bushcare sites.
 
While our nursery is continuing to establish its own stock for future uses, Council sees a time in
the future where it may be able to supply trees for commercial purposes to serve the need to
green urban areas.
 
For more information on our tree planting visit: PENRITH . CITY / TREEPLANTING
For more information on the Greening our City program visit:
WWW . DPIE . NSW . GOV . AU / GREENINGOURCITYGRANTS

Appendix M: Primary Research Transcripts – National Parks

Lane Cove National Park 

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Email Date: 24/09/2021

We don’t purchase native seeds. We generally collect our own seeds and grow plants in our
own nursery. If we do need to outsource, we buy tube stock, not seed. 
Sorry we can’t be of any help. 

Bobbin Head Visitor Centre

Email Date: 24/09/2021

Thank you for your enquiry. As a visitor Centre we do not purchase native seeds. I have spoken
to staff at our works Depot and they collect seed for themselves, they don’t purchase it. They
sometimes buy tube stock for planting. Perhaps you could approach local councils with the
same questions and they may be able to assist.
 
Sydney Harbour National Park 
Email Date: 27/09/2021 
 
Thanks for your interest in the use of native seeds in NPWS operations. My answers to your
questions are below and are relevant for Sydney Harbour National Park’s revegetation
programs. We only use seed for propagation of local native plants using seeds sourced locally,
i.e. from within the park and surrounding suburbs. We don’t have a need for large quantities or
for seed sourced from other regions of Australia.
 
1. Do you have a present need for native seeds? Yes

2. Have you purchased native seeds in the past? No

3. What would you be using native seeds for? Propagation of local native plants using seed
sourced from in and around the park.

4. Are you more likely to purchase native seeds or imported seeds? Only locally sourced
native seeds

5. Do you have any future restoration projects that may require native seeds?

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Yes

6. From your experience, can you think of any other businesses that may be interested in
purchasing native seeds? Yes, native plant nurseries and companies specialising in
ecological restoration projects

I hope this is of assistance to you.

Bouddi National Park 

Email Date: 28/09/2021

1. Do you have a present need for native seeds? 

Currently we do, but it is species specific for threatened species translocation. 
 
2. Have you purchased native seeds in the past? 
No, we obtain our seeds from the Royal Botanic Gardens 
a. What project was it for? 
Threatened species translocation to bolster existing populations

b. Who was your supplier? 

As above 

c. How long ago did you make this purchase? 

Not long. Pretty efficient as there is no procurement involved 

3. What would you be using native seeds for? 

To grow on in a nursery for planting back into suitable habitat for the threatened species

4. Are you more likely to purchase native seeds or imported seeds?

We always try to purchase local provenance as much as possible to bolster genetic integrity of
local populations.
 
5. Do you have any future restoration projects that may require native seeds?
Not at this stage.

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6. From your experience, can you think of any other businesses that may be interested in
purchasing native seeds?
Wholesale plant nurseries 
  
 
 
 
 
 
 
 
 
 

Appendix N: Primary Research Transcripts - Big Businesses

 
Indigenous Programs Lead, Commonwealth Bank Of Australia
Correspondence via Zoom 28/09/21
1. Do you have a present need for native seeds? Yes we have need for seeds
within our branches and various partnerships that we have projects coming up on

2. Have you purchased native seeds in the past? Yes we have, I do not know the quantity,
the price or where we purchased them

3. Do you have any upcoming projects that could use native seeds? Yes, as stated before
we have various projects within Sydney and NSW that need seeds

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Local Branch Managers for Commonwealth Bank Stanhope Gardens and Partnerships with
Local Communities
Correspondence via Zoom 28/09/21
1. Have you purchased native seeds in the past? Yes we have for various projects in
partnerships with local schools and local council, however will need to search for quantity and
where we purchased

2. Do you have any upcoming projects that would need seeds? Definitely, we have many
local projects that always need seeds and would love to source some at any time

3. Can you think of any other business that may need seeds? no not at the moment, due to
covid a lot of business’ we know that do these projects with seeds are currently unoperational 

Lead Recruiter and RAP lead Google Australia.

Correspondence via Zoom 27/09/21
1. Would you have any need for seeds at all for any environmental projects coming up?
Yes, many of our teams have environmental projects with many of our partners and would
definitely use seeds preferably native

2. When was the last Time you Purchased Native seeds? That would have been before the
pandemic hit, we were doing projects with the Clontarf foundation who helps indigenous kids
with how the environment should be preserved and in NSW we were planting many seeds to
help the environment flourish

3. Would you be interested in purchasing seeds in the future? Most definitely

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Appendix O: Primary Research Transcripts – Landscaping Companies/ Designers

Hills Landscaping and Paving

Email: 25/09/21
No response

Gaia Gardens
Email: 25/09/21
No response

Let it Grow Vision

Email: 25/09/21
No response

Gaia Gardens
Phone: 04/10/21
No response

Let it Grow Vision

Phone: 04/10/21

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No response

A&J Landscaping and Paving Designs

Phone: 04/10/21
No response

Rob Stone Landscapes

Phone: 06/10/21

Do you have a present need for native seeds?

As of right now, I do not have a present need for native seeds and I think you’ll find that for most
general landscaping companies. Your best bet would be to contact landscape designers, as
they might have a present need for native seeds.

Urban and Rural Design - Landscape Architects

Phone: 06/10/21

After stating what the questions were for, they stated they were too busy to fit that in and to call
other landscape designers.

Bloom Design and Landscaping

Phone: 06/10/21

After stating what the questions were for, they stated they were too busy to fit that in,
uninterested in participating and to call other landscape designers.

Martin Brothers
Phone: 06/10/21
No response

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Appendix P: Primary Research Transcripts – Wholesale and Community Nurseries
 
Royston Petrie Seeds – (02) 6372 7800
1. Do you have a present need for native seeds? Yes 
2. Have you purchased native seeds in the past? Yes
- What project was it for? Wholesaler; and sells the seed
- Who was your supplier? Different suppliers around the world—nationally and
internationally
- What was the quantity of seeds that was purchased? 
Approximately 100g-25kg
- How long ago did you make this purchase? Purchases every day
3. What would you be using native seeds for? To sell them to customers
4. Are you more likely to purchase native seeds or imported seeds? Both native and
imported seeds
5. Do you have any future environmental restoration projects that may require native
seeds? They do not, but the customers they work would be working on environmental
restoration projects
6. Do you know any other businesses that may be interested in purchasing native
seeds? Whoever orders on the website; come into the office or over the phone –cannot be
made face-to-face, due to COVID-19 

Australian Seed Company – (02) 4758 6132 

1. Are you currently in need of native? And do you sell native seeds? Yes, we sell native
seeds
2. Have you purchased native seeds in the past? Yes

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 - What project was it for? Sell to nurseries
- Who was your supplier? Are you looking to work with more suppliers? Different
suppliers, yes 
- What was the quantity of seeds that was purchased? On average, 5kgs 
- How long ago did you make this purchase? Almost daily
3. What are the reasons that your organisation uses native seeds? 
To sell to nurseries
4. Are you more likely to purchase native seeds or imported seeds? Native seeds 
5. Do you have any future environmental restoration projects that may require native
seeds? No? Direct selling to those environmental projects 
6. Do you know any other businesses that may be interested in purchasing native seeds?
Competitors, such as Harvest Seeds Sydney 

Randwick Council Nursery – (02) 9093 6250 

1. Are you currently in need of native seeds? And do you sell native seeds? Often in need
of native seeds; not low. Prerogative to source as much as they can, but they do not sell native
seeds. 
2. Have you purchased native seeds in the past? Yes 
- What project was it for? General purpose – plant growing
- Who was your supplier? Are you looking to work with more suppliers? Harvest Native
Seeds—Steady supplier for a long time. There are very few in the area that are selling native
seeds.—Working with councils; limited with supplies, due to bureaucracy; interested in getting
more suppliers, but need to prove that there is a need to -i.e. environment purposes.   
- What was the quantity of seeds that was purchased? Small quantities; approximately
couple hundred grams a year 
- How long ago did you make this purchase? Last purchase a year ago 
3. What are the reasons that your organisation uses native seeds? 
Grow and sell native plants
4. Are you more likely to purchase native seeds or imported seeds? 
Native seeds, because they are a native nursery 
5. Do you have any future environmental restoration projects that may require native
seeds? 
Working with councils = always working on restoration projects; those who need supply
within the local area, hire contractors to collect seeds, if it is a restoration project within

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 the LGA. Project outside the LGA = if they are not fussed about seeds being local,
organisation can order seeds in, but they prefer to do it within the local area.
6. Do you know any other businesses that may be interested in purchasing native
seeds? 
Indigo Native Nursery, or universities—UNSW. 
 
 Indigo Native Nursery – (02) 9970 8709
1. Are you currently in need of native seeds? And do you sell native seeds? We are
interested in native seeds, but do not sell native seeds. We do our own seed collecting.
2. Have you purchased native seeds in the past? No, because we collect seeds; however,
we do purchase little seedings. We are interested in native seeds, and it is something we want
to get into. We are definitely interested in purchasing in bulk—to store and sell. 
3. What are the reasons that your organisation uses native seeds? They are a native
nursery; only sell native seeds.
4. Are you more likely to purchase native seeds or imported seeds? Native seeds.
5. Do you have any future environmental restoration projects that may require native
seeds? Most definitely—we are a generational company as well as native nursery. They look
after a range of projects, including landscaping, local councils, other nurseries.
6. Do you know any other businesses that may be interested in purchasing native
seeds? Yes, native nurseries around the area, including IndigiGrow, Harvest Nursery, New Leaf
Nursery – Deals with these nurseries customers frequently and are in contact with them. 

Newcastle Wildflower Nursery – SALES @ NEWCASTLEWILDFLOWER . COM

Note: Email correspondence
 
“I’d love to help but I don’t deal in any seeds at all. From what I’ve seen it’s mostly online stores
that sell seeds these days. In regard to places that may be interested in buying seeds, you’d be
best to contact wholesale nurseries as they may buy them to grow in order to sell them.”

Sydney Wildflower Nursery – (02) 9548 2818

Date: 08/10/2021

They do not have a current need for native seeds, but recommended we contact wholesale
nurseries, native growers, and native plant wholesalers. 

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Dooralong Valley Native Plants – frankhowarth@dvnp.com.au
Date: 11/10/2021

Our nursery does not grow from seed we buy all starting stock in tubes or pots. 

Plantmark Wholesale Nurseries – orders.wantirna@plantmark.com.au

Date:12/10/2021

Thanks for thinking of us but unfortunately Plantmark does not deal in seeds at all.

Appendix Q: Ansoff's Matrix

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118
Appendix R: Social Media Mock-up

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Appendix S: Print Media Mock-ups

Business Card 

Flyer 

120
Appendix T: E-Newsletter Mock-up

121
 

122
Appendix U: Trade Show Mock-up

123
Appendix V: “Contact Us” Widget Mock-up

124
Appendix W: Implementation Plan Gantt Chart

Quarter 1

Quarter 2

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Quarter 3

Quarter 4

Link to Gantt Chart:

HTTPS :// DOCS . GOOGLE . COM / SPREADSHEETS / D /12 M 3Y RQY C Z 36 B NQ SX F T V6X4 A Y B MYV Z QWFJ E OC-

G 6 K B M A/ EDIT ? USP = SHARING

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Appendix X: Budget 

Link to Budget:
HTTPS :// DOCS . GOOGLE . COM / SPREADSHEETS / D /12 M 3Y RQY C Z 36 B NQ SX F T V6X4 A Y B MYV Z QWFJ E OC-

G 6 K B M A/ EDIT ? USP = SHARING

127
Appendix Y: Pie Graph of Budget

128
Appendix Z: Financial Forecast 

Link to Financial Forecast

HTTPS :// DOCS . GOOGLE . COM / SPREADSHEETS / D /12 M 3Y RQY C Z 36 B NQ SX F T V6X4 A Y B MYV Z QWFJ E OC-

G 6 K B M A/ EDIT ? USP = SHARING

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Appendix AA: Presentation Video

Link to Presentation Video:

HTTPS :// STUDENTUWSEDU - MY . SHAREPOINT . COM /: V :/ G / PERSONAL /

19327251_ STUDENT _ WESTERNSYDNEY _ EDU _ AU /E AHDG MG8J YL B G _ J L0 TGI 0IUB-

UINR J 2I RMD I M N1I5 J N Y I W ? E =76 B 3 D 2

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Appendix AB: Group Assignment Cover Sheet

SCHOOL OF Business
GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS

Student name: Sarah Beauchamp Student ID number: 19426961

Student name: Leanne Le Student ID number: 19337164

Student name: Jay Moy Student ID number: 18891241

Student name: Kaitlynn Parala Student ID number: 19689571

Jessica Szakacs 19327251

Student name: Madeline Woods Student ID number: 19682479

UNIT AND TUTORIAL DETAILS

Unit name: Marketing Planning Project Unit number: 200096

Tutorial/Lecture: Tutorial Class day and time: Tuesday 9am-12pm
Lecturer or Tutor name: Karen Walsh

ASSIGNMENT DETAILS

Title: Marketing Plan Report

52 pages +
references and
Length: appendices Due date: 19/10/21 Date submitted: 19/10/21
Home campus (where you are enrolled): Parramatta City Campus

DECLARATION

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x I hold a copy of this assignment if the original is lost or damaged.

x I hereby certify that no part of this assignment or product has been copied from any other student’s work
or from any other source except where due acknowledgement is made in the assignment.
x I hereby certify that no part of this assignment or product has been submitted by me in another
(previous or current) assessment, except where appropriately referenced, and with prior permission
from the Lecturer / Tutor / Unit Coordinator for this unit.
x No part of the assignment/product has been written/produced for me by any other person except
where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator concerned.
x I am aware that this work will be reproduced and submitted to plagiarism detection software programs for
the purpose of detecting possible plagiarism (which may retain a copy on its database for future
plagiarism checking).
Student’s signature: Sarah Beauchamp
Student’s signature: Leanne Le
Student’s signature: Jay Moy
Student’s signature: Kaitlynn Parala
Jessica Szakacs

Student’s signature: Madeline Woods

Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has
not been signed.

00398 09/16

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