Tassal Group Limited and Product Analysis

This article provides an analysis of Tassal Group Limited, a Tasmanian-based Australian salmon farming company, including its business strategies, market share objectives, and product range. It also discusses the company's expansion into the international market and its use of strategic alliances.

International marketing
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Table of Content

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Tassal Group Limited and product analysis....................................................................................2
References........................................................................................................................................5

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Tassal Group Limited and product analysis
Tassal Group Limited is a Tasmanian-based Australian salmon farming company founded in
1986. It is the largest manufacturer of Tasmanian grown Atlantic salmon across the world. It
operates its business in Asia, New Zealand and Australia. Since 2003, it has been listed on
Australian Securities Exchange (Tassalgroup.com.au., 2019). Until 2017, its marketing revenue
is estimated by A$444.93 million. Its principal activities involve marketing, sales, processing,
farming and hatching of Atlantic salmon. Currently, the company harvests approximately 20,000
tons of salmon per year. This accounts for around 70% of Australia’s overall production of
Atlantic salmon (Vince and Haward, 2017). It is determined to be the Most Respected Industry
Leader in fishery, forestry, and agriculture sector. The company gives priority to the
management of good quality with the help of extensive procedures and policies.
The company's objective is as follows:
 To increase the market share by implementing development and marketing strategies
 To enhance the future market with seafood products
 To bring sustainable wellbeing and health to the communities and environment
 To increase market share within the Australian and international market
The company’s business strategies are to increase shareholder value through sustainable and safe
operations. It focuses on sustainability and quality of the products. The corporate strategy of the
company is to receive fish salmon and deliver them to retail, the wholesale market in Australia.
The people within the organization are highly passionate about serving sustainable and healthy
protein to increase demand both globally and in Australia (Vince, 2018). It focuses towards
producing innovative products and packaging along with the delivery of higher margin products.
Underlying fish size and biomass are expected to increase by 2020.
Over the last three years, the company has achieved a largely balanced community, financial,
operational, and environmental value. Its target fish size is approximately 5.00 kg HOG. Since
the last three years, it has provided efficient production of seafood products to its huge
consumer-base. The organization gets various opportunities to expand its business in Japan and
Thailand. Japan serves a competitive advantage to the company as it is determined to be a
politically stable country and follows a constitutional monarchy (Lyth, et al., 2016). On the other

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hand, the Corporate and labor laws of Thailand are related to the legal system that combines the
principles of Western and traditional Thai laws. All these provide a competitive advantage to the
company in order to expand its business in both the countries. The competitive advantage helps
the company to differentiate itself from the competitors within the international market.
The product range of Tassal Group involves canned, frozen, smoked, fresh and processed canned
fish and salmon to both international and domestic markets as per the needs of the consumers.
All these products are offered to the consumers from fresh packaged and fresh deli. As a result, it
manufactures fishmongers and seafood in supermarkets all over Australia.
The company is determined to be a medium-sized operator where it targets the mass market
which consumes a huge amount of seafood. In the global and Australian market, it is capable of
overcoming competition due to innovative strategies and operations. It maintains safe and high-
quality food for satisfying the needs of the consumers (Cullen-Knox et al., 2019).
The seafood products offered by the company are performing well within the international and
Australian market, with revenue growth of $3.41 million in 2018. Based on the performance, it
can be seen that the operating income of the company in 2018 is estimated by A$85.56 million
along with the net income of A$58.08 million.
The company is already involved in internal marketing with the help of regulatory and
government support. With international products or services, the company is standardizing
promotional strategy to sell products to the international market. On the other hand, a market
analysis of the company depends upon the size and category of the product (Ascui, Haward and
Lovell, 2018). As a result, it expands its business into the new region by ensuring operational
planning, community, and co-dependence value.
In order to enter into international market, Tassal Group Limited will implement strategic
alliance by partnering with local distributor or agent. It is the most efficient way to enter into
international market and serve the potential consumers. The distributor or agent can expedite and
serve the company with their huge market knowledge (Vince et al., 2107). It will be beneficial
for the company as they possess strategic relationships with government officials and build
distribution networks.

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In order to expand its business within the global market, the company makes efficient use of
various resources such as sustainable salmon farming to enhance sustainable operations globally.
However, to get such resources, it complies with the Food Standards Code (Lyth et al., 2016).

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References
Ascui, F., Haward, M. and Lovell, H., 2018. Salmon, sensors, and translation: The agency of Big
Data in environmental governance. Environment and Planning D: Society and Space, 36(5),
pp.905-925.
Cullen-Knox, C., Fleming, A., Lester, L. and Ogier, E., 2019. Publicised scrutiny and mediatised
environmental conflict: The case of Tasmanian salmon aquaculture. Marine Policy, 100, pp.307-
315.
Lyth, A., Harwood, A., Hobday, A.J. and McDonald, J., 2016. Place influences in framing and
understanding climate change adaptation challenges. Local Environment, 21(6), pp.730-751.
Tassalgroup.com.au., 2019. Tassal Group – About Us. [online] Available at:
http://tassalgroup.com.au/about-us / [Accessed 16 May 2019].
Vince, J. and Haward, M., 2017. Hybrid governance of aquaculture: Opportunities and
challenges. Journal of environmental management, 201, pp.138-144.
Vince, J., 2018. Third Party Certification: implementation challenges in private-social
partnerships. Policy Design and Practice, 1(4), pp.323-336.