The innovative suggestions for a Māori organization
A case study of Oha HoneyXiaosha Liang 1000074409
（Assessment2）
Table of content TOC o “1-3” h z u The innovative suggestions for a Māori organization PAGEREF _Toc46489403 h 1A case study of Oha Honey PAGEREF _Toc46489404 h 1Table of content PAGEREF _Toc46489405 h 21.Introduction PAGEREF _Toc46489406 h 32.Evaluation of enterproneurial opportunities PAGEREF _Toc46489407 h 42.1 Problems PAGEREF _Toc46489408 h 42.2 Customer segment PAGEREF _Toc46489409 h 62.3 Solutions PAGEREF _Toc46489410 h 93.Market evaluation PAGEREF _Toc46489411 h 103.1 Unique value proposition PAGEREF _Toc46489412 h 113.2 Unfair advantage PAGEREF _Toc46489413 h 113.3 Channels PAGEREF _Toc46489414 h 123.4 Cost structure and revenue PAGEREF _Toc46489415 h 144.Risks and key metrics PAGEREF _Toc46489416 h 154.1 Inventory risk PAGEREF _Toc46489417 h 154.2 Customer satisfation risk PAGEREF _Toc46489418 h 164.3 E-commerce operation risk PAGEREF _Toc46489419 h 185.Conclusion PAGEREF _Toc46489420 h 19References PAGEREF _Toc46489421 h 20
IntroductionIn recent years, New Zealand’s Mānuka honey has attracted worldwide attention due to its powerful antioxidant, antifungal, and antiviral properties (García, 2018). Ngāi Tahu is the main Māori tribe in the South Island of New Zealand. Its subsidiary, Oha Honey, is New Zealand’s largest 100% Māori -owned Mānuka honey company (Oha Honey, n.d.). In addition to covering sales in New Zealand, Oha Honey is actively exploring the global market. Currently, their Mānuka products are sold in more than 1,000 retail stores and leading online stores worldwide.
Despite being one of the major producers in the Mānuka honey industry, Oha Honey’s sales have been unsatisfactory in recent years (Ngāi Tahu, 2019). Hence, it is very important to help it solve the company’s current core problems through innovation and opening up market opportunities. Therefore, this report aims to identify the company’s current market problems by adopting Lean Canvas and give innovative suggestions through analysis.
This report includes 5 parts. The first part is an introduction and an overview of Lean Canvas. The second part clarifies the company’s current problems through analysis and gives solutions based on customer positioning. The third part is an in-depth market analysis of the current solution. The fourth part analyzes the possible risks and related metrics. The fifth part is the conclusion.
Figure SEQ Figure * ARABIC 1 Lean Canvas for Oha honeyEvaluation of entrepreneurial opportunitiesThis section aims to identify gaps and opportunities by analyzing the Oha honey’s business activities and gives business innovation suggestions consistent with the Māori culture.
2.1 ProblemsAt the end of 2015, Ngāi Tahu Holdings established a cooperative relationship with Watson & Son. In 2017, Ngāi Tahu Holdings took full ownership of the honey business and renamed Oha Honey (Te Karaka Makariri, 2020). Oha Honey includes two global flagship brands, rose gold, and Watson & Son, mainly dealing with Mānuka honey, and its product form mainly includes honey and lozenges (Ngāi Tahu, n.d.). In New Zealand, Oha Honey exports 80%-90% of all its products (Ngāi Tahu, 2019).
Figure SEQ Figure * ARABIC 2 Honey products of Oha honey (Oha, n.d.)Judging from the products sold by Oha Honey, the current products cannot meet customer needs in the following aspects. First, there is only one kind of packaging for the liquid honey with three sizes including 50g, 500g, and 1kg, which are not portable. For example, Air New Zealand (2020) stipulates that containers with a capacity exceeding 100 ml cannot be carried on board the aircraft. Second, the research on honey by Bogdanov et al. (2008) shows that honey can have multiple positive nutritional and health effects if it is consumed at a higher dose of 50 to 80 grams per intake. However, Oha honey’s honey products are packaged in larger volumes. As a result, the daily dosage is not easy to control for consumers, which is not conducive to better exerting the antibacterial properties of Mānuka honey. Therefore, it is recommended that Oha Honey launch innovative products to meet these needs of consumers.
According to the report of Wiseguyreport (2020), the main producers of Mānuka honey in the New Zealand honey industry are Comvita, Watson & Son, and Mānuka Health. They accounted for 43.01%, 11.01%, and 24.34% of revenue in 2019, respectively. Among them, Comvita and Mānuka Health control 85% of honey exported from New Zealand. It can be found by reviewing Comvita’s honey products that it has products with smaller capacity in sachets package. But its sachets package capacity is very small, only 10ml per package (Comvita. n.d.). In addition, the ordinary plastic packaging used in its packaging materials does not conform to the environmental and health concepts.
Figure SEQ Figure * ARABIC 3 Comvita Mānuka Honey Sachets 12 (Comvita. n.d.)It is worth noting that in recent years, with the increasing demand of consumers for environmentally friendly products, especially the consumption of healthy food, it has exceeded environmental friendliness in terms of consumer benefits (Grönman, 2013). At the same time, the importance of packaging design is increasing because the packaging has become the main tool for communication and brand marketing (Baik & Suk, 2010). Studies have shown that consumers are more inclined to environmentally friendly packaging products than traditional packaging because the eco-friendliness of packaging makes products more valuable and can also increase consumers’ willingness to buy (WTB) (Seo et al., 2016). Therefore, for Oha honey, the use of environmentally friendly packaging is more in line with market expectations.
2.2 Customer segmentIt is pointed out that through customer segmentation, the company can more effectively allocate marketing resources to specific customer groups, identify potential customers, and improve customer service and customer loyalty (Rust et al., 2004). Therefore, this section will further subdivide Mānuka Honey’s customer base to help Oha locate its target customers more accurately.
Geographical segmentation – Mānuka honey in New Zealand is currently exported worldwide. According to New Zealand’s Ministry of Primary Industries (MPI), as of the end of April 2019, 719 tons of Mānuka honey was exported to China, which accounted for more than half of New Zealand’s Mānuka honey exports (MPI, 2019b). In the past three years, China has been New Zealand’s top three honey consumer market (MPI, 2019b). Therefore, it is recommended that Oha use the Chinese market as the main export target of Mānuka honey.
Figure SEQ Figure * ARABIC 4 New Zealand pure honey1 exports by destination, 2017 to 2019 (MPI, 2019b)
Figure SEQ Figure * ARABIC 5 New Zealand pure honey1 exports by floral type by destination, July to December 2019 (MPI, 2019b)
Behaviour segmentation – Research showed that Mānuka honey has good anti-viral and immune-boosting effects (Alvarez-Suarez et al., 2014). Therefore, the consumer group concerned about the efficacy of health products is the target group of Oha Mānuka honey. Besides, for those business travellers, portable products could better meet their needs.
Figure SEQ Figure * ARABIC 6 Benefits of Mānuka honey (Wallace et al., 2010)Demographics segmentation – According to the report of the Ministry of Primary Industry below, obviously, because of Mānuka honey’s efficient quality, it has a high customer unit price in the bee products industry. Therefore, Oha should focus on middle- and high-income people.
Figure SEQ Figure * ARABIC 7 Prices/returns for apiculture products, 2013 to 2019 (MPI, 2019b)
Figure SEQ Figure * ARABIC 8 Product prices of Oha Mānuka honey2.3 SolutionsIn addition to the above analysis, the sachet marketing will be focused on in this section. To meet the ever-changing needs of modern consumers, some FMCG (Fast Moving Consumer Goods) manufacturers are taking advantage of the increasing popularity of ‘functional’ sachet packaging, which has become one of the biggest trends in the industry. Not only that, in addition to the personal care and cosmetics industries, the food and pharmaceutical industries also have a large proportion of sachet packaging consumption, as shown in Figure 7 (FMI, 2019). At the same time, the lightness, portability, and cost-effective packaging of the pouch satisfies the consumption preferences of business professionals and young consumers. The research predicts that the future market will show a growth trend for sachet packaging as shown in Figure 8 (FMI, 2019). Therefore, the introduction of Mānuka honey sachet packaging will meet the market development trend.
Figure SEQ Figure * ARABIC 9 Sachet packaging consumption application, 2019 (FMI, 2019)
Figure SEQ Figure * ARABIC 10 Sachet packaging market growth, 2019-2027 (FMI, 2019)In summary, it is recommended that Oha Honey develop new products as Mānuka honey sachets with sustainable packaging, and actively explore the Chinese market, and focus the target customer group on upper-middle-class people who pay attention to the health benefits of food.
In addition, the innovative products suggested for Oha honey are in line with the Māori cultural values that it has always advocated, that is, Whanaungatanga and Manaakitanga, respecting each other, living in harmony (Oha honey, n.d.). The first principle of new product design is to respect consumers and solve their immediate problems. To be specific, the new product adopts fixed-dose and portable sachet packaging that is conducive to the effectiveness of the drug, taking into account the health of consumers and the convenience of use to the greatest extent, as this design allows the medicinal properties of honey to be maximized, thus benefiting consumers. Not only that, but consumers can also easily take the product to travel and even board the plane. Besides, the new products use environmentally friendly packaging, which embodies the Kaitiakitanga cultural values that Oha has always followed (Oha honey, n.d.), actively protecting the environment for future generations and being committed to environmental sustainability (Hook et al., 2007).
The report provides a clear account of a selected Maori business activities to identify a gap in its business activities to introduce a new/improved business innovation. To improve your grade, add your discussion of the alignment of the innovation with Maori values.
Market evaluationThis section will evaluate innovation from four aspects including unique value proposition, unfair advantage, channels, cost price, and revenue streams.
3.1 Unique value propositionA unique value proposition is a commitment to the value of the products or services delivered, which can turn unfamiliar visitors into interested potential customers and make them fall in love with company brands or products (Payne, Frow & Eggert, 2017). Based on the analysis of Oha Honey’s background and product characteristics, its unique value proposition can be stated as ‘A sachet a day to protect our immunity; easy to carry and making our lives healthier’.
First of all, ‘a sachet a day to protect our immunity’ is the first value proposition. Research shows that consumers of healthy foods pay more attention to the effect rather than price (Kim & Lee, 2011). Also, to a large extent, the sales success of functional foods depends on whether consumers have the awareness of the positive health effects of these products (Brunsø, Fjord & Grunert, 2002). Mānuka honey is loved by consumers for its excellent antioxidant and antibacterial properties. The new packaging with a fixed dose of 50ml per pack encourages consumers to take one pack at a time, which can maximize the medicinal efficacy of Mānuka honey and give play to the inherent advantages of the product to better give back to consumers.
Second, easy to carry and make our lives healthier is the second value proposition. The new product adopts sachet packaging, which is convenient to open and easy to take, making it an ideal choice for office workers and travellers. Also, the new packaging adopts environmentally friendly materials, which are consistent with the health characteristics advocated by honey products, making the products more valuable and bringing more confidence to consumers (Nordin & Selke, 2010).
3.2 Unfair advantageCompared with other competitors in the honey industry, Oha honey’s new product has outstanding advantages. First of all, the fixed 50ml sachet packaging can enable users to consume enough Mānuka honey at one time to obtain better health effects (Bogdanov et al., 2008). For example, it is can be emphasized by adding explanatory text on the outer packaging, studies have shown that taking 50ml at a time is more effective! However, Comvita’s sachet product is the only 10ml, which is slightly insufficient in promoting the effectiveness of the product.
In addition, Comvita’s sachet packaging uses ordinary plastic while Oha honey’s new product uses environmentally friendly materials, which can convey a stronger health awareness to consumers (Baik & Suk, 2010). Huang et al. (2019) pointed out that Chinese consumers are moderately willing to purchase functional foods, but health awareness can offset the negative impact of price on their purchase intentions. In addition, the packaging can use certified environmentally friendly materials, which can increase consumers’ willingness to buy, and furthermore help promote the implementation of corporate accountability and enhance the company’s public image (Seo et al., 2016).
3.3 ChannelsThis new product positioning is mainly for the Chinese market; hence, the product promotion channels mainly consider the Chinese market demand. First, vigorous marketing should be carried out on the e-commerce platform. At present, China’s e-commerce is developing rapidly. In the past, Comvita actively invested in Mānuka honey brand influence and e-commerce sales promotion in China, which made its seasonal sales during the 2020 Lunar New Year increase by 19% over the previous year (Comvita, 2019). As shown in the figure below, Comvita ranked first in the sale of dry food in the promotion on November 11, 2019 (Zjnews, 2019).
Figure SEQ Figure * ARABIC 11 Comvita tops the sales of honey categories on Tmall and jd.com platforms on 11. Nov. 2019 (Zjnews. 2019)Second, the short video platform can be used to publicize and promote brand and product value. In recent years, China’s short video platforms have developed rapidly, especially TikTok, whose downloads and daily active users rank first in various social media lists, as shown in Figure 4 (IQBAL, 2020). Therefore, many brands use Tiktok for promotion. For example, Chipotle is a well-known restaurant chain in Mexico. It released a video on National Avocado Day, and in just one week, the number of hits reached 168,000 (PamelaBump. 2019).
Figure SEQ Figure * ARABIC 12 TikTok Usage Statistics（IQBAL, 2020）
Figure SEQ Figure * ARABIC 13 Chipotle on Tiktok (PamelaBump. 2019)In addition, it can also be promoted on social media, such as WeChat and Weibo. In addition, promotion activities can also be carried out in large supermarkets to expand the popularity of the products.
3.4 Cost structure and revenueGenerally, the business model cost structure is divided into two types of cost-driven and value-driven (Wrigley & Straker, 2016). Based on the unique value proposition analysed above, the new product launched by Oha Honey hopes to maximize the value of the product, so it is positioned as a value-driven product. However, research shows that the vast majority of companies end up somewhere in between. Therefore, Oha honey’s new products should also consider the rationality of costs on the basis of realizing its value concept (Heiß, 2015).
Figure SEQ Figure * ARABIC 14 Cost structure of Oha honey new productProduct cost: various expenses for producing and managing honey, mainly including raw materials, research and development expenses, packaging, MPI and eco-friendly certification, human capital, and manufacturing expenses
Shipping cost: and the cost of delivery in New Zealand, the cost of transporting honey from New Zealand to China, and the cost of delivery in China
Marketing cost: expenses for product marketing and promotion
Storage cost: the cost of storage in New Zealand and China
Taxes: taxes in both New Zealand and China
Because Oha Honey’s innovative solution is to launch a new product, the source of its gross profit margin needs to depend on product sales. From this perspective, the revenue stream includes the following two categories, B2B (Business to Business) and B2C (Business to customer) (Cohen & Whang, 1997). On one hand, the target audience of b2c is wider, so it is important for Oha honey to develop the widest possible network to maximize the visibility and demand of the company’s products, and ultimately realize revenue (Iankova et al., 2019). On the other hand, the target of B2B should be positioned as a company with a certain income or a company that conducts business in a specific vertical field (health products, commercial companies, medical, etc.). Although potential customers in the B2B model may be more difficult to identify and close, their average customer value is higher (Iankova et al., 2019).
Overall, this part presents a clear market evaluation of the proposed innovation. Require more systematic, coherent development of the elements of the Lean Canvass. The market evaluation does show sufficient secondary research information to support assertions. Need to differentiate UVP and Unfair advantage clearer. Need to add discussion of revenue streams.
Risks and key metricsThis section assesses the possible risks of new products in the business process and provides solutions to use key metrics to avoid or reduce risks.
4.1 Inventory riskInventory risk is the opportunity that a company will not be able to sell its supply of goods or its value will fall (Cachon, 2004). The food retail industry is an inventory-intensive field and faces high inventory risks. First, as consumers’ demand for speed and convenience is higher than ever before, they have higher requirements for delivery time (Marino, et al., 2018). 59% of consumers said that if their grocery store fails to meet expectations in terms of distribution and delivery, they will change the brand (FMI and Nielsen, 2018). Especially in China, online shopping is gradually replacing traditional offline shopping methods. Second, a good customer experience depends on whether there are enough products in inventory, but too much inventory will affect profitability (Cachon, 2004). Therefore, Oha Honey faces risks in inventory management.
According to Hill & Zhang (2010), two metrics can be used to measure and evaluate the inventory turnover rate and days sales of inventory (DSI). Inventory turnover rate refers to the number of times a company can sell or use its inventory within a specific time period (for example, quarterly or annually) (Hill & Zhang, 2010). The higher the inventory turnover rate is beneficial to the company, indicating better sales. DSI indicates the liquidity of the inventory and the duration of the current inventory, which can determine the sales efficiency (Hill & Zhang, 2010). Lower DSI is better, as a high DSI means that the company is not managing its inventory well or that its inventory is difficult to sell.
Therefore, when the inventory turnover rate is too low or the DSI is too high, it means that the company is experiencing inventory risks and measures should be taken to improve the current situation. According to Rao (2009), the following actions could be taken to address this problem. The first is promoting product sales. For example, various promotional activities can be carried out to speed up inventory sales, such as BOGO (buy one get one free), group purchase, free shipping, etc. (Gilbert & Jackaria, 2002). The second is speeding up the turnover process. For instance, the delivery time could be shorter than the market level to enhance operational efficiency and accordingly service quality. Third, improve the matching degree of inventory and customer demand. For example, pre-sales and customized products can be carried out (Thomas et al., 2014).
4.2 Customer satisfaction riskFor the modes of both B2B and B2C, Oha honey faces the risk of losing customer satisfaction during its business process. According to data from the White House Office of Consumer Affairs, the average value of loyal customers is 10 times the value of their first purchase (Anderson, Fornell & Lehmann, 1994). Some studies have shown that the cost of acquiring new customers is 5 to 6 times the cost of maintaining existing customers (Khan, 2013). Therefore, how to increase customer satisfaction and reduce customer complaints and churn in marketing activities is very important.
There are two metrics that can help Oha honey focus on customer satisfaction includes customer satisfaction indicators and customer retention. The customer satisfaction score (CSAT) is a numerical score that summarizes customer data indicating the health of the company’s relationship with customers (Birkett, 2018). Customer retention rate refers to the proportion of enterprises that continue to maintain transaction relationships with old customers, and can also be understood as customer loyalty (Zahorik & Rust, 1993). Zahorik & Rust (1993) pointed out that the ability of enterprises to retain old customers is the key to maintaining market share.
Figure SEQ Figure * ARABIC 15 CSAT (CallMiner. 2018)
It is recommended that Oha honey adopt the following measures to improve customer satisfaction. The first is being a responsible supplier. It is of great importance for Oha honey to make the product quality be guaranteed, but also to respond quickly to customer needs. It is because that the new product will be conducted on the e-commerce platform in the Chinese market, and responding quickly to customer needs can improve customer experience (Gessner & Volonino, 2005).
Figure SEQ Figure * ARABIC 16 Quick response expectation (Courtney Seiter, 2014)
The second is providing active customer service. By posting value-added content such as small videos related to Mānuka’s health characteristics and easy-to-understand popular science essays on social media, users are provided with high-quality customer service and high-quality communication and hence satisfied the customers (Kuo, Wu & Deng, 2009).
Figure SEQ Figure * ARABIC 17 Customer service is going social (Courtney Seiter, 2014)
4.3 E-commerce operation riskFor those companies that conduct products on the e-commerce platform, traffic determines their sales. When shopping online, people tend to pay more attention to the products that can be displayed on the home page or the top rankings, so the higher the ranking or the recommended products will enable the more people to browse and thus results in the higher the click-through rate and the greater the volume of transactions. For Oha honey, the new products have no accumulation of previous sales and cannot obtain a natural sales ranking. Therefore, in the early stage, they can only get a display opportunity by investing in various advertisements. Whether the advertising costs invested can be correspondingly rewarded, and whether the advertising investment is excessive, will bring certain risks to the merchants (Mitchell, 1999).
Therefore, two key metrics, click-through-rate (CTR) and conversion rate can be used to evaluate the marketing level of an e-commerce platform. CTR refers to the click-through rate of online advertisements, which is an important indicator for measuring the effectiveness of Internet advertising (Peska & Vojtas, 2012). Conversion rate refers to the ratio of the number of completed conversion actions to the total number of clicks on promotion information in a certain period. Conversion rate is the core of whether a product can ultimately be profitable (Lee, 2005).
By testing these two indicators, operational interventions can be made to effectively improve sales performance. The reason for the low CTR is that, first, it is possible that the display opportunity is low, and second, although the display opportunity is high, the number of clicks is low. If the CTR is low, it means that the relevance of keywords and copywriting may not be high, so it cannot meet the needs of potential audiences. As a solution, the relevance of keywords and copywriting, image and small video quality, etc. could be improved to increase CTR (Peska & Vojtas, 2012). If the conversion rate is low, the following measures can be taken, like improving the management of product content, carrying out sales promotion methods such as bundling sales and implement precise marketing for users (Lee, 2005).
ConclusionOha honey’s existing honey products have problems such as large capacity, inconvenient use and carrying, unsure of the daily dosage, and non-environmental packaging, which brings inconvenience to users. Therefore, this article introduces innovative products and evaluates them from many aspects through Lean canvas model, in order to solve these problems.
It is recommended that Oha Honey launch a new product with a fixed dose of 50ml in a sachet package with eco-friendly materials. This product can better exert the effects of Manuka honey, is convenient for customers to carry, and is also conducive to sustainable development, in line with Oha honey’s value positioning. However, there are also certain risks in the process of new products being launched in the market. Although the article provides corresponding metrics for evaluation and measurement and gives some recommendations, due to research time constraints, there are still certain limitations. Therefore, further analysis and evaluation are recommended.
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