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Beyond the Bale : September 2010
UPFRONT 3 FAST FACTS lAWI has recently finalised its 2010--13 strategic plan. lThe plan sets out initiatives which are focused on increasing demand for wool and improving productivity and profitability on-farm. lThe 2010--13 Strategic Plan is the wool industry's 'investment plan' for the next three years. AWI's new Strategic Plan 1. WOOL INDUSTRY R&D -- ON-FARM To help build a sustainable Australian wool industry through improvements in productivity and profitability on-farm. Strategy 1: Sheep health, welfare and productivity Strategy 2: Wool harvesting and clip quality Strategy 3: The environment, climate change and carbon Strategy 4: Education and extension 2. WOOL INDUSTRY R&D -- OFF-FARM To help increase demand for Australian Merino wool by recognising and addressing, through off-farm R&D, the product and process barriers to consumption at trade level through consumer-driven, targeted research, development and innovation programs. Strategy 1: Quality assurance, eco and carbon management Strategy 2: Health and environmental attributes and benefits of wool Strategy 3: Performance apparel and safety attributes Strategy 4: Fibre quality, innovation and textile development Strategy 5: Interior textiles and floor coverings Strategy 6: Marketplace extension of fibre knowledge and textile innovation 3. MARKETING AUSTRALIAN WOOL To help increase demand for Australian Merino wool by recognising and addressing the information barriers to consumption at consumer and trade level, and informing people. Strategy 1: Fibre marketing partnerships Strategy 2: Product partnership marketing Strategy 3: Market intelligence 4. INTERNATIONAL SALES NETWORK/WOOLMARK To review the role and value of the Woolmark brand, revitalise it and, where markets and partners permit, maximise the presence and income streams of the brand. Strategy 1: Build Woolmark brand presence through partnership marketing Strategy 2: Maximise income and royalties from AWI brands Strategy 3: Evaluate feasibility of extending Woolmark into retail operations 5. INTERNATIONAL TRADE AND MARKET ACCESS To define threats and opportunities facing the wool industry, and build strategies and programs to ensure market access, sustainable production and improved trading environment across the supply chain. Strategy 1: Expand market access for Australian wool Strategy 2: Identify and develop new markets for Australian wool Off-farm activities 70% On-farm activities 30% On-farm R&D 30% Off-farm R&D 20% Off-farm marketing 50% Research & Development 50% Marketing 50% AW I 's VISION is for it to be a significant contributor to a vibrant, stable and profitable wool industry providing the world with the best natural fibre. AW I 's GOAL is to help increase the demand for wool through investments in marketing, innovations and R&D -- from farm to fashion. AW I 's MISSION is to invest in research, development, marketing and promotion in order to: lenhance the profitability, international competitiveness and sustainability of the Australian wool industry; and lincrease demand and market access for Australian wool. AWI BUSINESS OBJECTIVES 1AWI will be a leaner, commercially oriented company with a sales and customer-focused culture where every member of the team is either marketing wool and its attributes, or serving someone who is selling wool in its various forms as it moves through the supply chain. 2In line with the reduced size of the industry, AWI will continue to actively review its size and resource base, reducing it wherever possible without compromising its ability to achieve its Vision and Goal. 3Review the role of AWI brands (for example, the Woolmark) and define a long-term strategy to rebuild the brand and its value to consumers and trade. 4Proactively review and manage current and potential issues impacting trade development, regulatory controls and, in the period of this Strategic Plan, AWI will continue its efforts to identify and capture new revenue streams. We recognise that in the short term this is difficult, due to the diverse nature of the supply chain we must service, and the size of the challenges that confront us. We will however make every effort to enhance current revenue streams, and define new opportunities. AWI BUSINESS MODEL In the WoolPoll conducted of woolgrowers in November 2009, AWI shareholders voted to continue the current levy at 2 per cent. Funding splits are: The Australian wool industry currently faces an evolving market environment. Recognising these challenges and aiming to best position the Australian wool industry for the future, AWI has recently finalised its Strategic Plan for 2010-11 to 2012-13. Following extensive industry and government consultation, the strategies adopted and being implemented in this Strategic Plan cover the following five areas: