Australia Edition 5

THE MARKET
The ABC is Australia’s only
independent, national, commercial-free
broadcaster. One of
Australia’s most valued and
trusted brands, the ABC operates
across a range of platforms,
ensuring that as many people as
possible are able to access ABC
content and services, nationally
and internationally.
ACHIEVEMENTS
ABC Television has always been
characterised by innovative and
quality programming, with a rich
mix of locally produced and overseas material, and
a continued emphasis on Australian content.
ABC Radio reaches Australians through four
national radio networks (Radio National, ABC
Classic FM, triple j and ABC NewsRadio), 3 internet
radio stations (dig, Dig Jazz and Dig Country);
and the biggest local radio network in the country
- 60 local radio stations across the nation, from
Broome to Hobart, Cairns to Albany, Darwin to Port
Lincoln.
ABC News provides the most comprehensive
news and current affairs coverage of any Australian
media organisation. More than 24,000 hours of news
and current affairs are broadcast annually across
radio, television and online.
ABC Innovation drives strategic innovation and
development in content creation, audience
connection and new platform distribution in
partnership with other divisions, and leads the
overall growth and success of abc.net.au. ABC
Online consistently rates as one of the fifteen most
popular sites in Australia. In 2006/07 ABC Online
had an average monthly unique audience of 2.1
million, representing an average of 18.43 per cent
of the active Australian Internet population.
ABC Commercial creates, licenses, markets and
retails quality consumer products which reflect and
extend the scope of ABC programs and services.
ABC Commercial also operates 42 ABC Shops,
including the ABC shop online and 103 ABC
Centres, the net revenue from which goes directly
into further ABC programming initiatives.
HISTORY
The ABC was inaugurated in 1932 by then Prime
Minister Joseph Lyons. Twelve radio stations were
brought together under the banner of the Australian
Broadcasting Commission.
Until 1935 all programs went to air live. Over half
the early programs were music and in 1936 the ABC
began establishing studio broadcasting orchestras
in all States. These provided the foundation for the
state symphony orchestras which in the late 1990s
progressively became independent subsidiary
companies of the ABC.
In 1947 the ABC established its own independent
news service and in 1950 Radio Australia finally
came under full control of the ABC. In 1956 ABC
television began transmission in Sydney and
Melbourne. In 1965 the ABC logo came into use, in
1974 the first ABC shop opened and in 1983 the
ABC became a Corporation. From 1985 ABC
Television could transmit programs nationally via
the Aussat satellite and in 1995 the ABC’s New
Media and Digital Services division was
established. In 2007, a new Innovation Division
was created as an incubator for digital development
across the ABC.
THE PRODUCT
ABC TV programs continue to win viewer and
critical acclaim with the highest ever free-to-air
audience share and programs of all genres winning
major peer-voted national and international awards.
Free to air commercial channels vie to acquire
concepts, programs and personalities pioneered
by ABC TV.
Stories broken by programs
such as Four Corners,
Australian Story and Andrew
Denton’s Enough Rope regularly
receive major press exposure.
Characters from some ABC TV
programs such as Mother and
Son, SeaChange and Bananas
in Pyjamas have become
Australian icons.
The ABC’s innovative
broadband service was
established in 2001 and enables
audiences to interact with high
quality rich media content on
demand. The ABC Broadband
service offers several programs in a number of
genres including News, Kids, cooking, comedy and
music.
ABC Radio National plays a unique role in the
Australian radio market, with specialist information
programs that touch on every aspect of life
including health, politics, religion, science and the
arts — giving a breadth of ideas and analysis. A
number of the network’s programs including The
Science Show and Late Night Live have enjoyed
longevity, maintaining audience interest over many
years.
ABC Classic FM, Australia’s only national
classical music station offers an eclectic mix of
music and music information. The network plays a
key role in fostering the work of Australian
composers and performers as well as bringing
Australians concert performances from around the
world.
The ABC’s youth network triple j targets an
audience of 18-24 year olds. The network gives
significant support to new Australian music with a
playlist that is more than 40 per cent Australian. Its
programs explore issues of interest and concern to
young Australians.
ABC NewsRadio provides a continuous news
and information service and can be heard in all
capital cities plus Northern Tasmania, Newcastle,
the Gold Coast and Gosford. When Federal
Parliament is in session NewsRadio crosses to
Canberra for live coverage while the regular
programming continues to be streamed online.
ABC Local Radio provides an outlet for local
information, news and views through a network of
nine metropolitan and 60 regional stations. It offers
a mix of news, current affairs, talkback, sport music
and rural matters.
Dig, the ABC’s internet radio station offers a
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10/21/2007, 8:51 AM

AFL licensed product also maintains its position
as Australia’s number one licensed sports brand
with retail sales of more than $150 million in 2006.
HISTORY
In 1857, a young man named Tom Wills returned to
Australia after going to school in England where
he was football captain of Rugby School and a
brilliant cricketer. In 1858, Wills was appointed the
Secretary of the Melbourne Cricket Club, and he
published his now famous letter suggesting that
cricketers should keep fit in the winter by playing
football.
Given the oval shape of cricket grounds, a
different style of football game was required to that
normally played on rectangular fields. Hence, this
new game was devised by Wills, his cousin H.C.A.
Harrison, W.J. Hammersley and J.B. Thompson.
The Melbourne Football Club was formed on
August 7, 1858, the year of the code’s first recorded
game between Scotch College and Melbourne
Grammar School.
THE MARKET
Australian Football League competes in a much
broader market than simply sport. Its obvious
competitors are Rugby League, soccer and
basketball. In reality the AFL exists in the extremely
diverse and dynamic entertainment industry, in
which Australians spend more than $5 billion every
year.
The market in which the AFL directly operates
is equally diverse, composed of revenue generated
two largely populated northern states are still
considered growth markets.
ACHIEVEMENTS
The AFL regularly breaks attendance records. The
2005 season saw 6,763,852 go through the
turnstiles, breaking the previous season record
6,691,897 previously set in 1998, this was then
followed by 6,736,234 in 2006. This is more than
double the figure for the AFL’s nearest competitor.
Club membership has also exploded in recent
seasons, rising from 217,474 in 1994 to 519,121 in
2006 - an increase of more than 139%.
AFL football continues to maintain its position
as Australia’s most valuable television sports
property with cumulative national audiences each
week of up to 5 million people. Each year, the AFL
Grand Final is televised live and is the most watched
sports program in Australia as well as being viewed
in 150 countries around the world.
by match attendance, media rights, corporate
sponsorship, membership and sales of licensed
products. The combined effect values the AFL’s
market contribution at $276 million per year.
While the AFL enjoys a growing national
following, its heartland is in the southern states
where Australian Rules Football has been part of
the culture for over a century. Given the dominance
of Rugby League in NSW and Queensland, the
Australian football quickly blossomed. The
Victorian Football League was established in 1897
and the following year the League’s first games
were played among the foundation clubs; Carlton,
Collingwood, Essendon, Fitzroy, Geelong,
Melbourne, St Kilda and South Melbourne. In 1925
North Melbourne, Hawthorn and Footscray
entered the competition.
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10/24/2007, 10:42 AM

THE MARKET
American Express is a world leader in travel and
financial services including charge and credit cards,
Travellers Cheques, foreign exchange and
insurance and international banking. Through its
family of Corporate Card and business travel
services, American Express helps companies
manage their travel, entertainment and purchasing
expenses.
As the world’s largest travel agency, American
Express offers travel and related consulting services
to individuals and corporations around the world.
The company also provides private banking
services and personal financial services to
individuals outside the United States.
In Australia, American
Express operates in a
highly competitive and
dynamic industry. The
company dominates the
Corporate Card and Small
Business market, and
offers consumer
Cardmembers one of the
most highly regarded
loyalty programs in Australia – the Membership
Rewards TM program.
ACHIEVEMENTS
American Express was the first financial services
company to offer a loyalty program – the program
was launched in 1992 as Membership Miles. The
Membership Rewards program is unique in many
ways – with no expiry on points earned as long as
your account remains current. It is also the only
financial services rewards
program in Australia to offer
tenured rewards, a special offer
to long tenured customers that
offers them a special selection
of rewards for fewer points.
Membership Rewards is also the
only Card rewards program to
offer customers the flexibility of
combining their points to redeem
large ticket items or to transfer a
portion of their points balance to a family member
or friend as a gift.
The American Express Membership Rewards
program was awarded 5 stars in CANNEX’s 2007
Rewards Star Ratings, the first national comparison
of rewards program. The American Express Platinum
Credit Card was also recently named fully featured
credit card of the year in the 2007 Financial Review’s
Smart Investor Blue Ribbon Awards.
American Express was awarded an Employer of
Choice citation by the Federal Government’s
Employer of Choice for Women Agency (EOWA)
in March 2007 for the
seventh year in a row.
Marie Claire also
recently featured
American Express as a
‘Best in the Business’
employer on its
website. Hewitt
Associates also
announced American
Express as Australia’s
best employer in the ‘Large Organisation’ category
at the annual 2007 Hewitt Best Employers Award
ceremony for the fourth year in
a row.
HISTORY
The express and freight
forwarding business upon
which American Express was
founded was an essential
service, and its stagecoach,
express wagon and railway car
staff were rugged individuals whose duties were
romanticised by the public.
During the latter half of the 19th Century, as
Americans developed an intense appetite for travel,
the company expanded its freight forwarding
services into Europe. Americans abroad began to
rely on the company for travel advice, and American
Express increasingly became a travel services
company.
With World War I, American Express’
international growth plans were quashed. When
the United States entered the war in 1917, the
railroads were commandeered for government
purposes and the express and freight companies
were consolidated into a single entity, known as
the American Railway Express Company.
However, with its strong money order sales and
the introduction of the Travellers Cheque in 1891,
American Express had diversified its businesses
enough to separate its growing travel and financial
operations from the freight and express businesses
and the company thrived despite the loss of its
core business. In time the travel business flourished,
and the company’s financial businesses also
performed well.
By the early 1950s, American Express had
solidified its position as one of the world’s premier
travel companies. Its offices around the globe –
like the famous 11, rue Scribe site in Paris – were
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THE MARKET
Biscuits and snacks are two of life’s little pleasures.
We offer them to our friends when they pop in for
a visit, or we treat ourselves to a nibble on a quiet
night in.
For over 140 years, Arnott’s has been making
great food that everyone loves, every day,
and will continue to do so for generations
to come.
Arnott’s is the market leader of the
Australian biscuit category and the
number two player in the Australian
snack foods category. Arnott’s
grows the biscuit category
through product and flavour
innovation, and by offering
consumers great tasting food to
suit any occasion.
As the palate of the Australian
population evolves, Arnott’s has
anticipated emerging trends and created a range of
biscuits and snack foods that cater to consumer
tastes.
Trends currently affecting the market include
increasing demand for products that are ‘better for
you’; for premium and indulgent products that are
eaten as a special treat and a reward; and for
convenient snacks that can
be eaten on-the-go.
Anticipating and
responding to trends is
Arnott’s strength. With its
product and flavour
innovation, and
commitment to making
delicious foods, Arnott’s
has been one of Australia’s
favourite food companies for
over a century.
ACHIEVEMENTS
Millions of Australians have grown up with Arnott’s
over the past 142 years. For them, Arnott’s is more
than a biscuit company – it’s a piece of Australia’s
history and a national icon. The famous parrot
trademark has a place in 97 per cent of Australian
households, and the leading Arnott’s chocolate
biscuit brand, Tim Tam, is a particular favourite,
with more than 400 million Tim Tam biscuits
consumed every year!
In 2002, Arnott’s acquired Snack Brands
Australia, and added a number of Australia’s
favourite snack brands to its portfolio including
Cheezels, Thins and CC’s.
Since Scottish baker William Arnott began
selling pies to ships docking in Newcastle in 1865,
Arnott’s has grown steadily, with more than 50,000
Australians working for Arnott’s over the past
century. Today, Arnott’s employs more than 4,000
people
Australia-wide, operates six
manufacturing facilities in
Australia and in the past
decade has spent more
than $3 billion purchasing
raw ingredients and
services from local
farmers and businesses
to make its biscuits and
snack foods. Arnott’s is
one of the largest food
companies in the Asia
Pacific region, with a
very bright future.
HISTORY
In 1865, William Arnott opened a biscuit bakery in
Hunter Street, Newcastle, baking pies and biscuits
to sell to coal ships that docked at the port. In 1877,
the bakery moved to new premises and within three
years employed 50 people and produced 1.5 tonnes
of biscuits daily. By the following decade, Arnott’s
was distributing to Sydney. In 1892 it began its first
major advertising campaign, inviting parents to
submit photographs of healthy children fed on
Arnott’s biscuits. The campaign, ‘Living Pictures’,
ran for more than 60 years.
Demand for Arnott’s biscuits grew rapidly, and
in 1908 the company opened a new bakery on a
two-hectare site at Homebush in Sydney, part of
which is still occupied by Arnott’s Asia Pacific
regional headquarters.
During World War II, Arnott’s helped feed the
armed forces of both Australia and the United
States, producing a range of sweet, energygiving
biscuits for the army and thick, dry
biscuits for the navy that would keep for
months at sea. Production of biscuits for
civilian consumption was severely
restricted, with just 19 varieties offered.
In 1992, the Campbell Soup
Company launched a takeover bid for
Arnott’s, and in 1997, Arnott’s became
a wholly owned subsidiary.
THE PRODUCT
Arnott’s offers consumers greater
choice than ever before, with a large range of
sweet and savoury biscuits and crackers, and salty
snack foods. The products span a number of
segments including Adult Indulgence, Family
Favourites and Better for You. Arnott’s exports
continue to grow, with Australian-made biscuits
now being shipped to more than 40 countries
around the world including Japan, Canada, United
Kingdom, Indonesia, Tahiti and New Zealand.
In Australia, the Arnott’s name is synonymous
with quality. Its best-selling chocolate biscuit
varieties, Tim Tam and Mint Slice biscuits, are
market leaders in the adult indulgence segment of
the biscuit category, while the Scotch Finger, Vita-
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10/20/2007, 7:15 PM

THE MARKET
Against a global trend of flattening letter volumes,
Australia Post continues to achieve small but
steady volume increases by adding value to its
letter service. In 2005/06 Australia Post achieved
volume growth of 28 million letters (an increase of
0.5 per cent), marking its third successive year of
growth.
The corporation’s business strategy is to defend
and extend its position in its three core business
areas – letters, retail and agency services, and
parcels and logistics. This strategy involves
capitalising on existing strengths, while extending
into complementary or substitute business areas
where there is potential for growth and profit.
Australia Post’s main challenge has come from
electronic messaging and distribution technologies,
such as email and the Internet. The corporation is
responding to this challenge by establishing a
leadership position in substitute markets (such as
identity and verification services on behalf of other
organisations) and by leveraging its core
competencies in new business areas (such as the
establishment of an integrated logistics service,
called Post Logistics).
ACHIEVEMENTS
Australia Post has transformed its image, corporate
culture and operations to emerge as one of
Australia’s most successful and reputable
businesses. The makeover of Australia Post
effectively began in 1989 when Australia Post
became a Government Business Enterprise (GBE).
As a GBE, the newly formed corporation
implemented an intensive program to
streamline and upgrade all aspects of
operations and to strengthen the Australia
Post brand. As a result of this continuing
program, revenue has increased by 19 per
cent over the past five years and the
corporation’s productivity improvements
have been triple the national average over
the same period.
Significantly, Australia Post’s commercial
transformation has been achieved without
sacrificing the corporation’s reputation as a
trusted and reliable provider of community
services. Today, it is regularly rated among
the most reputable organisations in the
country: in the 2006 Grey Eye on Australia
study, published in BRW Magazine,
Australia Post was rated the fourth most trusted
organisation in Australia.
Internationally, Australia Post is one of the world’s
best-performing postal enterprises – providing the
highest level of service, while maintaining one of the
lowest basic letter rates in the world.
HISTORY
The Post Office is Australia’s oldest surviving
commercial organisation. Its origins can be traced
back to 1809 when former convict Isaac Nichols
was appointed the first Postmaster and opened a
post office in his home in George Street, Sydney.
Australia Post’s formal commercial origins lie in the
first postal act of 1825, which enabled the New
South Wales governor to fix postage rates and
appoint postmasters outside of Sydney.
With the Federation of Australian colonies in
1901, a nationally integrated Postmaster General’s
Department (PMG) was established, with
responsibility for the nation’s mail and telephone
services. In 1975, the PMG was split into two
entities: the Australian Telecommunications
Commission (now Telstra) and Australian Postal
Commission (trading as Australia Post).
It was the Australian Postal Corporation Act 1989
that made Post a GBE with a board of directors and
a charter to operate commercially, while meeting a
range of Community Service Obligations (CSOs).
Under the CSOs, Australia Post must provide a
standard letter service to all Australians at a uniform
price. Australia Post is also required to achieve a
number of performance standards relating to public
access to the postal service and the frequency and
reliability of delivery. In 2005/06, the cost associated
with meeting the CSOs was approximately $87.9
million.
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THE MARKET
Tariff reductions and Free Trade
Agreements, the rise of China as a
manufacturing giant, and the power
of the Internet to provide access
to global markets, have all had an
enormous impact on Australian
industry. Our manufacturers now
have to work harder and smarter to
stay ahead.
Research conducted for the
Australian Made, Australian
Grown Campaign has consistently
shown that Australian consumers
prefer to buy Australian products.
In addition, research carried out
overseas indicates that much of the
world has an appetite for things
Australian.
The Campaign’s key objectives
are to assist consumers to exercise their preference
for buying Australian, and to give Australian
producers and manufacturers a competitive edge
by clearly and consistently branding products with
an instantly recognisable and trusted symbol of
Australia.
ACHIEVEMENTS
The latest Roy Morgan research shows that the
logo is recognised by 98% of Australians and is
the most trusted identifier for Australian goods.
Even with the restructuring of the manufacturing
sector, the campaign continues to grow with more
than 400 new licensees in 2006/07.
The campaign’s support for Australian furniture
manufacturers was recognised when major retailers
Harvey Norman Furniture and Bedding, Forty
Winks and Bev Marks Australia came on board as
campaign partners.
The strength of the campaign was
acknowledged in 2007 when the Department of
Agriculture, Fisheries and Forestry agreed to use
the Campaign as the delivery vehicle and the logo
as the centrepiece of its new food labelling
initiative, ‘Australian Grown’.
HISTORY
The origins of the Australian
Made, Australian Grown
Campaign date back to shortly
after Federation when the merits
of buying Australian made were
advocated in Federal Parliament. In
the 1930s, various chambers of
manufactures championed the cause of buying
Australian in publications and press
advertisements.
A national campaign known as Operation
Boomerang was launched in 1961 by the Associated
Chambers of Manufactures of Australia. The aim
of Operation Boomerang was to raise the profile of
Australian manufacturing and encourage people
to buy locally made goods. The logo for the
campaign – a red boomerang on a blue
background with the Southern Cross – can
still be seen on some of our older buildings
and shop signage today.
In 1986, a new logo was developed.
Commissioned by the Australian
Government, the green and gold
Australian Made logo was
designed by Melbourne graphic
designer Ken Cato and featured
a stylised kangaroo within a triangle. The Australian
Made Campaign was launched by then Prime
Minister Bob Hawke in Melbourne.
The scheme was administered by the Advance
Australia Foundation and attracted a
significant number of users who paid
a licence fee for the right to use the
logo on their products. However,
in 1996, the Foundation went into
voluntary liquidation, and the
logo reverted to the Australian
Government. Existing licensees
were given permission to continue
using the logo until new
arrangements were put into place.
During 1997 and 1998, the
Australian Chamber of Commerce
and Industry (ACCI) took the lead
in re-launching the logo, with an
industry consultation process
which led to the development of a
new Code of Practice and
administrative structure. On 1 July
1999 the Australian Made
Campaign resumed with a new
company - Australian Made
Campaign Limited (AMCL) – as
the approved certifier of users of
the Australian Made logo. PM
John Howard officially launched
the new campaign in September of
that year.
The Code of Practice set out
criteria for goods which were
consistent with the country of
origin provisions of the Trade Practices Act 1974
as amended in 1998. In order to be eligible to carry
the logo, goods had to be “substantially
transformed” in Australia, and 50% or more of the
cost of producing or manufacturing the goods had
to be attributable to production or manufacturing
processes that occurred in Australia.
In May 2007 the rules governing the use of
the logo were varied to allow its use with fresh
and packaged produce, and Australian
Grown was born.
THE PRODUCT
The Australian Made, Australian
Grown logo is available to any
person or organisation whose
products meet the compliance
criteria in the Code of Practice.
Potential licensees must
complete an application form, listing those
products, and pay an annual licence fee. Licence
fees are based on turnover and range from $275 to
$22,000.
Licensees are granted the right to use the logo
on products and promotional material. The
‘Directory’ section of the Australian Made,
Australian Grown website lists all licensees and
products. Licensees can create their own web pages
with information about their company and products.
Every licensee receives a free listing in the annual
publication, “Consumer Guide to Buying
Australian”, which is distributed free to consumers
through supermarkets and other outlets.
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THE MARKET
During the year ended 31 March 2007 there were
5,156,539 visitors to Australia aged 15 years and
over. This was fairly steady, with an increase of 3%
over the previous year. Visitor nights, on the other
hand, showed a significant rise of 13% over the
previous twelve months to a total of 157.7 million.
Within Australia during the same year, 73.3
million overnight trips were taken by Australian
residents aged 15 years and over. This was 5%
higher than the number of overnight trips from the
equivalent period in 2006. Australians spent 288.1
million nights away from home during the year,
which was 6% higher than in 2006.
HISTORY
In 1957, eleven moteliers formed a standards
organisation called the Motel Federation of
Australia (MFA). Foundation President, Lou
Pimblett stated that it was “only the forerunner of
very big things in motels”. This vision was more
prophetic than they could have imagined.
In 1975, the name “MFA Homestead” was
introduced and The Travel Club, Best Western’s
first loyalty program, was launched.
Best Western has been well positioned to take
advantage of the increases in visitor nights because
the product meets both leisure and corporate needs.
The increase in domestic travel was particularly
welcome as people rediscovered the traditional
driving holiday - a key market, with the majority of
Best Western properties located on popular driving
routes. Great Australian Drives was developed
along with other special interest products to cater
to the diverse interests of guests.
For corporate travel, Best Western’s global
minimum standards including high speed internet
have resulted in a strong position. Best Western
leads the mid market accommodation sector which
is comprised of hotels, motels, apartments and
resorts.
Globally and locally, Best Western’s vision is to
lead the industry in superior customer care, while
the Best Western mission is to enhance brand equity
and increase member value.
ACHIEVEMENTS
In 50 years, the organisation has grown from 11 to
more than 210 members in Australia. In 2007, Best
Western Australia expanded the brand into the NZ
territory with the highest quality properties.
Since 2002, all Best Western properties around
the globe offer BestRequests – frequently
requested guest amenities and services – in
addition to the already stringent global Quality
Assurance program which involves over 200
quality checks.
Best Western launched the hotel industry’s most
extensive and complete listing of properties on the
internet in 1995, making it the largest hotel brand
represented on the global computer network.
Best Western Australia pioneered swipe
technology in the hotel sector in 1998, providing
the benchmark for all competitors.
In 2002, Best Western rolled out MemberWeb,
an internet based reservation system so property
owners and managers could adjust rates and
inventory at anytime from anywhere. Another
component of this was BestCheque, a global
guaranteed travel agent commission system which
strengthens ties with the travel industry and grows
business from this sector.
In the same year a proposal was received from
Best Western as it took the first step toward global
expansion. In 1981, Homestead Motor Inns formally
affiliated with Best Western. The name change from
Homestead to Best Western was gradual. First came
“Homestead – Best Western”, then “Best Western
Homestead” and finally Best Western Australia was
born on 15th March 1989. This put the ‘International’
into ‘Best Western International’.
Best Western remains a unique association
owned by its members. As a marketing co-operative,
revenue is spent on developing and enhancing the
Best Western brand and promoting properties as
well as offering increased services to members,
rather than generating profit for external
shareholders.
Best Western has its corporate head office in
North Sydney with some 40 employees nationally.
In 2007, it changed its trading name to ‘Best
Western Australasia’ in recognition of the recent
expansion into the New Zealand market.
THE PRODUCT
Best Western is the world’s largest hotel
company operating under a single brand with
more than 4000 independently owned and
operated hotels. It offers 309,562 quality
guestrooms in 80 countries.
Through Best Western, independent operators
have access to benefits such as branding, sales
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10/20/2007, 10:13 PM

THE MARKET
In an industry that collectively turns over in excess
of $10 billion annually in Australia, Bing Lee
continues to stand out as a market leader with an ex
GST revenue for the 2006/7 financial year of $370
million. This result is even more significant given
the company only operates in NSW and ACT.
Sales growth for the financial year 2006-2007 was
14 per cent. During 2007 the company reported
significant increases in sales for plasma and LCD
TVs, notebooks and IT products, digital imaging
and GPS navigation systems.
According to General Manager Phil Moujaes,
the biggest challenge facing the industry is the
unprecedented
pace at which
technology
is changing
and the
effect those
changes will
have on the
market place
including the
need for
ongoing
staff training to keep pace with the new
technologies.
As consumers have an abundance of choice in
today’s market and are far more product savvy,
Moujaes believes retailers must provide a point of
difference if they are to maintain their competitive
edge. For Bing Lee, the main point of difference is it
is still a privately owned family business and is
committed to continuing to provide friendly and
informative service. Along with Bing Lee’s famous
negotiable prices, this ensures that the needs of
the customer remain the number one priority.
ACHIEVEMENTS
Bing Lee has grown from humble beginnings and
is one of the largest electrical retailers in the New
South Wales (NSW) and Australian Capital Territory
(ACT) regions.
Bing Lee celebrated its 50th anniversary in 2007
highlighting the company’s longevity in a
competitive market place. The number of outlets
recently reached 33 and continues to grow,
underlining that Bing Lee has established itself as
one of the most iconic businesses in NSW and the
ACT.
Under the leadership of co-founder Ken Lee,
Bing Lee has developed strong supplier
relationships, many of which were established at
the company’s inception in 1957. In such a
competitive and ever-changing industry it is
considered rare for a supplier-retailer relationship
to continue for this length of time. Loyalty and
trust are two of the primary factors to which
suppliers, including Sharp, attribute their successful
and long standing relationships with Bing Lee.
HISTORY
Bing Lee began when Bing, together with his son
Ken, purchased an electrical repair business in the
Western Sydney suburb of Fairfield in 1957.
Together they turned the repair business into an
electrical appliance retail and repair business trading
under the name Bing Lee.
With the launch of television in Australia during
the late 1950s a surge in demand for television units,
repairs and installations spurred Bing Lee’s initial
growth. Over time the demand for additional
household items including washing machines,
cooking equipment, heaters and audio equipment
also increased and Bing Lee expanded their product
range to meet the needs of the communities in which
the stores operated.
As business grew the Bing Lee brand branched
into similar working class locations opening stores
in Cabramatta, Parramatta, Wollongong and
Blacktown.
In 1987, Bing Lee passed away aged 79 and Ken
took over the company reins. Under his leadership
the business grew rapidly, tapping into traditional
locations whilst maintaining its ‘roots’ in the ethnic
and immigrant communities that continued to
contribute to the growth of Sydney’s western
suburbs.
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10/20/2007, 10:15 PM

THE MARKET
Over the last 75 years, the Australian way of life
has continually changed and with it the role of the
kitchen. Once the domain of the traditional
housewife, the kitchen is now considered the heart
of the home.
Kitchen tools have evolved from basic utensils
to perfectly engineered and beautifully designed
electrical appliances, that save time and produce
professional results.
Trends in society have changed the way we
prepare food at home. Multiculturalism has
broadened the nation’s palate, resulting in the
introduction of appliances like Breville’s electric wok
and rice cooker.
Food preparation has become entertainment.
Top chefs have gained celebrity status and there is
an ever-increasing number of magazines and
television programs centred around preparing food
at home.
Consumers are emulating their favourite chefs
and demanding superior kitchen appliances with
the functionality to deliver consistent, professional
results. Breville has combined this functionality with
world-class design that compliments kitchen decor.
Breville has responded to Australian trends,
developing stylish, quality appliances that meet
the demands of our changing lifestyle.
Breville’s continued commitment to innovation
underpins its leadership position within the small
appliance industry.
ACHIEVEMENTS
A standout achievement in Breville’s history is the
scissor action sandwich toaster. When it was
launched in 1974, it reached 10% of Australian
households in its first year of sale, making it one of
the most successful new product launches ever in
Australia. In fact, the term “Breville” is now part of
the Aussie vernacular, often used when referring
to the style of toasted sandwich it makes. It is even
recognised in Australia’s Macquarie Online
Dictionary!
In late 1977, Breville revolutionised the kitchen
with the launch of the Kitchen Wizz, Australia’s
first direct drive food processor and to this day,
Breville’s Kitchen Wizz remains amongst Australia’s
best selling food-processors.
For Breville, success has not been limited to
Australia, with many Breville developed appliances
enjoying success worldwide. For example, Breville
developed the world’s first Juice Fountain TM , a
juicer with a wide feed tube that removed the need
to cut fruit and vegetables before juicing.
It is Breville’s commitment to
designing innovative appliances that
solve every day needs that has seen
Breville recognised with numerous design
awards worldwide. The 800 Class Citrus
Press, Juice Fountain and Ikon Espresso
Machine have all received the
prestigious Australian Design Award.
Recent international awards include Best
in Category, Kitchen Electrics at the
Housewares Design Awards in New York,
the Chicago Athenaeum Good Design
Award TM and the German iF Design
Award. In addition to receiving design
accolades, the Ikon Kinetix Blender, 800
Class Citrus Press and Espresso Machine are on
display at Sydney’s Powerhouse Museum, to
demonstrate Australian design skill and engineering
ingenuity.
HISTORY
Any history of the Breville Company must
inevitably be linked with the history of the man
who founded and ran it for almost fifty years, W.J.
(Bill) O’Brien.
In 1932, O’Brien and good friend and fellow
engineer, Harry Norville, decided to pool their
resources and start their own business.
It was on Melbourne Cup Day 1932 that “Breville
Radio” was registered with a paid up capital of five
hundred pounds. Breville is a derivative of their
surnames, O’Brien-Norville. Breville Radio
continued to grow and just three years after the
company was established, it moved to larger
premises at Elizabeth Street, Sydney (pictured
above).
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10/20/2007, 10:20 PM

THE MARKET
The Australian telecommunications market
continues to be a dynamic and fast paced
industry and has never been more fiercely
contested with consumers enjoying many
benefits especially in mobile and broadband
markets.
As the champion of competition Optus
continues to deliver strong results in a
challenging market, with innovative
telecommunications packages and by
creating a range of products for the home,
business, corporate and government and
wholesale sectors.
Optus continues to challenge and push
for sustainable growth by leading the market
in innovation: providing new ways to use
technology coupled with better service and
convenience.
Optus has invested over A$10 billion in network
and infrastructure and has led innovation with
breakthroughs such as the development of TV on
your mobile, the Optus Zoo portal and Optus
Wireless Connect card.
ACHIEVEMENTS
Mobile continues to be a focus within the company
and the Optus mobile digital network continues to
expand every year and now connects more than six
million customers. However the growth of Optus
goes beyond its 2G and 3G mobile network.
Over the past couple of years Optus has
continued to invest in state-of-the-art
infrastructure, including its Unbundled Local Loop
network, D-series satellites, Internet Protocol (“IP”)
core, as well as its customer care systems to
enhance the customer
experience.
As convergence
between broadband
and mobile
technology continues,
Optus is ensuring
consumer’s needs are
met by upgrading its
mobile network to
deliver data services
using High Speed
Downlink Packet
Access (HSDPA).
This investment
ensures that Optus
can offer more leading
edge products and
services.
Optus continues to deliver high speed
broadband internet services, telephony and
subscription television from its own HFC network
as well as rolling out its ADSL2+ exchanges via the
Unbundled Local Loop (ULL) through the
incumbent’s copper network, across the country
bringing competitive services to more customers.
Optus is Australia’s only satellite owner and
operator with over twenty years experience
delivering satellite services across the length and
breadth of Australia.
Optus expanded its fleet in October 2006 with
the launch of the D1 satellite, the first of the latest
generation Optus D-series satellites – providing
fixed communication
and direct television
broadcast services to
Australia and New
Zealand.
Optus’ D2 satellite
is expected to be
launched later this
year and a third D-
series satellite is set
to be delivered in
2009.
HISTORY
Optus commenced
operations in 1992,
winning the second
carrier licence to
become the first private sector company to
challenge Telstra’s monopoly on Australian
telecommunications.
In 1998, Cable & Wireless PLC, who had
been a significant shareholder ever since the
company started, became the majority
shareholder. On November 17 of that year,
the company was listed on the Australian
Stock Exchange as Cable & Wireless Optus
Limited.
In 2000, Cable & Wireless PLC’s long term
strategy had shifted away from supplying
broad based telecommunications
products and CWO was therefore no longer
a core business.
On September 2001, SingTel, the Singaporebased
Asia Pacific regional communications
leader, became the new owner of Optus and
announced that the company would continue to
trade in Australia under the Yes Optus banner.
Today, Optus continues to contribute as a
significant member of Asia’s leading communication
company. SingTel and Optus now jointly provide
the global reach and scale, excellent quality and
range of services, reliability as well as stability for
customers.
THE PRODUCT
Optus provides services to over six million
Australian customers every day, providing
telephony, mobile, high speed internet, data
communications, subscription television and
satellite services.
Optus continues to strongly challenge other
mobile operators for market leadership. As mobile
penetration approaches 100 per cent saturation
Optus continues to defend its market position by
increasing its mobile subscriber base to over six
million. Mobile data continues to grow with the
launch of 3G and text messages continue to be an
area of growth especially with the youth market.
What’s more, Optus is committed to the
continuous improvement of coverage, call quality
and data transmission. As mobile and data
technology merge and the convergent revolution
takes place, Optus is positioned to lead customer
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10/21/2007, 4:29 AM

THE MARKET
Australians enjoy treating themselves with
confectionery. Chocolate accounts for more
than 57 per cent of all confectionery sales in
Australia with an annual retail value of over
$1.7 billion. Cadbury is the biggest player in
chocolate confectionery in Australia, with
market leadership in chocolate and total
confectionery 1 .
Confectionery is often purchased on
impulse, and almost 46 per cent of all chocolate
buyers are within the 35 – 54 year age group 1.
Women generally buy more chocolate than
men. Women in the 25 – 39 and 40-54 age groups
are the highest buyers of Cadbury® chocolate
bars 2 . These are usually purchased for self
consumption.
ACHIEVEMENTS
Cadbury is one of the largest chocolate
producers in the world. Since the merger with
Schweppes in 1969, Cadbury Schweppes has
become a major force in international markets. This
position has more recently been fortified by the
acquisition of Adams Confectionery and The
Natural Confectionery Co.
Cadbury spans the globe from its British base,
also operating major businesses across the Asia
Pacific region, including Australia and New
Zealand, as well as in the Americas, Europe,
Middle East and Africa.
In Australia, Cadbury brands lead
the chocolate confectionery
market with Cadbury Dairy Milk®.
Cadbury Rocky Road represents
the most successful launch in 2006
in the Australian block chocolate
market 3 . Three generations of
Australians have grown up with the
Cadbury range.
HISTORY
The Cadbury story started in a small grocery shop
in Birmingham, England, opened in 1824 by John
Cadbury, a Quaker. The shop’s most popular
product was cocoa and this led John Cadbury to
move into chocolate manufacturing.
Realising the potential of his business, John
Cadbury and his brother Benjamin formed a
company, Cadbury Brothers. In 1853, they received
the Royal Warrant as manufacturers to Queen
Victoria.
John Cadbury’s sons George and Richard took
control of the business in 1861 and, in 1866,
introduced a new method from Holland for pressing
the cocoa butter from cocoa beans to form cocoa
essence, which was advertised as ‘Absolutely pure
– therefore best’. They produced many new kinds
of chocolates.
Richard Cadbury introduced
ambitious and attractive
designs. He used children
as models and
sometimes
depicted
flowers or
scenes from
holiday journeys.
In 1905 came the launch of Cadbury Dairy
Milk, now the company’s flagship brand. It
was manufactured by a unique process which
used fresh milk in greater quantities than was
previously the case in English chocolate. Of the
three names considered for this new brand –
‘Jersey’, ‘Highland Milk’ and ‘Dairymaid’ – the last
two were amalgamated to form ‘Dairy Milk’. The
Cadbury purple house colour was introduced
at the beginning of the century and by the
1920s was firmly established as Cadbury’s
corporate colour.
In 1919, Cadbury merged with the wellknown
confectionery firm of J.S. Fry & Sons.
The alliance was an outstanding success, and
the new company expanded internationally. In
the 1920s, Cadbury and Fry decided to build a
factory in Australia and were joined by Pascall,
another well known confectionery maker. This
new Australian company was called ‘Cadbury-
Fry and Pascall’. Claremont in Tasmania was
chosen for the company’s Australian factory,
because it was close to Hobart and to the finest
dairy pasture in Australia, and enjoyed pure air
and moderate temperatures. Cadbury became
the official supplier of chocolate to the
Australian Armed Forces in World War II. The
supply of chocolate to the troops and civilians
required a tremendous effort from Cadbury’s
workers. The Claremont factory worked
throughout the day and well into the night, but the
civilian population still suffered from chocolate
shortages, and stores sometimes went without
chocolate for months at a time.
In 1967 Cadbury acquired MacRobertsons, a
respected Australian confectionery manufacturer
founded in 1880. This move gave Cadbury a major
manufacturing base at Ringwood, Victoria and a
range of unique brands including Cherry Ripe®
and Freddo® Frog, which have become household
names.
In 1969, Cadbury merged with Schweppes
Australia to create Cadbury Schweppes. Since then,
Cadbury has acquired the Red Tulip confectionery
company and has expanded its range of fine
products to include the Europe® range of health
bars, the enormous array of Red Tulip® Easter lines,
and famous confectionery brands
including After Dinner Mints.
THE PRODUCT
Cadbury’s core product is top quality
chocolate. The Cadbury Dairy Milk
block is the company’s flagship
product, but there are many other
favourites including Fruit & Nut,
Hazel Nut, Snack® and
Caramello®, as well as Old Gold®
in dark chocolate and Dream® in
white. Cadbury produces a variety of boxed
chocolate assortments, most notably Roses® and
Favourites.
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10/21/2007, 7:25 AM

THE MARKET
Australia has for a long time been a nation of proud
beer drinkers. In recent years, there has been a shift
from this tradition, with consumer repertoire
increasing in range and brands. Wine, premium
beers and ready-to-drink products are now regularly
mixed and matched for different occasions.
Although our choices are broadening, the
largest segment of the alcohol market continues to
be mainstream beer. Having a few beers with mates
remains a much-enjoyed part of socialising in
Australia. The mainstream beer category growth
has reached a plateau in recent years, however
Carlton Draught is growing against the trend.
ACHIEVEMENTS
Carlton Draught has over the past seven years risen
from being Victoria’s tap beer to one of the fastest
growing mainstream beer brands in Australia.
Carlton Draught’s “The Big Ad” represents a
series of firsts for the Australian beer industry. Part
of the “Made from Beer” campaign, it was the first
beer ad of such an enormous scale in Australia and
the business’s first ad launched online. It was also
Australia’s first beer ad to use Vividas full screen
online streaming technology. This meant beer fans
could view the commercial in exceptional quality
on their computer screens. The Big Ad was also
the first Australian advertisement to use cinematic
crowd generation software, known as ‘Massive’,
to produce the thousands of robed actors in the
commercial.
The achievements from launching the campaign
online were unparalleled. Within 24 hours of going
live, The Big Ad had already been viewed 160,000
times. By the time it aired nationally on television,
the ad had been viewed online an amazing 1.2 million
times. Now more than three million viewings have
taken place.
The beer itself has received accolades, voted
best draught beer two years running (2005 & 2006)
at the Australian Liquor Industry Awards.
HISTORY
The history of Carlton Draught is integral to the
brand’s credibility and the source of much consumer
confidence. With history dating back to the 1860s,
the Carlton brand has been synonymous with beer
since colonial times.
The Carlton Brewery was founded in 1864, with
the bluestone Brewery complete with 80 square feet
of stables to house the now legendary Carlton
Clydesdales. The clip clop of their hooves was a
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10/21/2007, 1:27 AM

THE MARKET
Colonial First State has been helping investors –
retail, wholesale and institutional – with their
investment needs since 1988. In that time, Colonial
First State has become one of Australia’s leading
wealth management brands, managing and
administering more than A$120 billion on behalf of
over 700,000 investors in Australia and globally.
At the retail investor level, Colonial First State
gains the majority of its business through financial
advisers. They go through a financial needs
analysis process with their clients and may
recommend Colonial First State’s products and
services. With institutional clients, Colonial First
State deals with Industry and Corporate super
funds, insurance companies, governments,
charities and foundations, schools and universities.
Over the past twenty years, the managed fund
industry has grown astronomically from less than
A$140 billion to over A$1 trillion. In the last ten
years or so, superannuation has become the primary
means of providing for retirement, and Australians
have sought to increase their wealth through the
professional management, diversification and cost
effectiveness that managed funds can provide.
Up until relatively recently, investors seeking
diversification had to invest with several different
investment managers. To overcome this
administrative difficulty, ‘investment platforms’
evolved. These platforms provide a choice of
managed funds from different investment managers
plus consolidated trading and reporting. These
were complex in structure at the beginning. To
address this, Colonial First State launched
‘FirstChoice’ in 2002, a ‘category killer’
portfolio management service which
revolutionised the platform
industry.
ACHIEVEMENTS
Colonial First State has been a highly recognised
investment manager from its early operations in
1988. After receiving several awards for its
Australian share investment management, it
became Money Management’s Fund Manager of
the Year in 1996, and has won a major ‘Fund
Manager of the Year’ award five times – Money
Management 1996, 1998, 1999, and Personal
Investor 2002 and 2005.
The breadth of Colonial First State’s investment
management expertise can be seen in the number
of individual awards the company has collected
over the years. Colonial First State is one of
Australia’s most consistently awarded investment
managers, winning 30 major fund manager awards
over the last 5 years to 2007.
In more recent times, investors and their financial
advisers have been placing increased importance
on efficient administration, reporting and online
functionality. Colonial First State’s FirstChoice
platform leads the market in efficient administration,
which is one of the reasons why the ASSIRT/
Wealth Insights Adviser Market Trends Report
(2006) found that half of those financial advisers
surveyed used FirstChoice to meet the
investment needs of their clients.
HISTORY
In 1993, you could have
bought State Bank’s
funds management
business, First
State, for a
few million dollars. In 1994, it was sold cheaply by
the NSW Government owner. Yet almost by
accident, in a few short years after it was acquired
by Colonial, it became the Australian financial
markets success story of the 1990s. By the dawn of
the new century, the funds manager was the focal
point of the Commonwealth Bank’s successful bid
for Colonial.
In the following years it was renamed Colonial
First State Investment Managers (Colonial First
State) and came to be regarded as being without
peer among Australian share fund managers.
In more recent times, two businesses have been
behind the Colonial First State brand. The new
investment management division, Colonial First
State Global Asset Management is pursuing a
global growth strategy, and Colonial First State
Investments focuses on the Australian retail market.
THE PRODUCT
Colonial First State’s product range spans
investments, superannuation, retirement and
margin lending. Its broad investment management
expertise extends across Australian and global
shares, cash, fixed interest and credit, property
securities, hedge funds, direct property, private
equity, global resources and infrastructure.
With its investment management capabilities,
Colonial First State Global Asset Management
employs more than 190 investment professionals
located in Sydney, London, Auckland, Edinburgh,
New York, Singapore, Hong Kong and Jakarta. It’s
also represented in Beijing and Shenzen through
the First State Cinda joint venture.
FirstChoice, Colonial First State’s portfolio
management service, is available in four categories
– investments, personal super, employer super and
pensions. The key tenets behind the success of
FirstChoice – growing to over $40 billion in funds
under administration in only 5 years – are great
value for money, exceptional customer service and
relevant investment choice of both well-known
investment brands and specialist boutiques. In the
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10/21/2007, 1:30 AM

THE MARKET
The Australian cosmetics and toiletries retailing
market is worth around $1,780 million per annum
having been boosted by healthy household
consumption expenditure levels on cosmetics,
perfumes, soap products and other toiletries in
recent years. In 2007/08 the industry is expected to
grow at a rate of 4 per cent and generate revenues
of $1,850 million.
Industry analysts anticipate continued growth
in the value of the toiletries market, as the consumer
base is continually expanding to both younger and
older customers. Skin care is the sector expected
to show the best rate of growth as technological
advances promise the youthful appearance craved
by all.
The three market sectors in which Crabtree &
Evelyn competes are buoyant, as consumers
increasingly seek products to indulge and restore
themselves. It operates in Health and Beauty,
(including soaps, bath and shower gels, spa, body
lotions and creams as well as the recent introduction
of hand and foot treatments); Home Fragrance,
(including candles, room sprays and draw liners);
and Fine Foods, (including marmalade, preserves,
teas and biscuits).
ACHIEVEMENTS
Crabtree & Evelyn’s strategic goal has been to
establish its name as one of the most familiar and
respected personal care brands in the world. Today
the company has a presence in 40 countries
including the UK, US, Canada, Mexico, most of
Western Europe, the Middle East, Far East,
Australia, and New Zealand.
Crabtree & Evelyn products are sold in
approximately 350 stores worldwide, with 25 stores
in Australia and online shopping facilities through
www.crabtree-evelyn.com.au. Selected products
are also available in major department stores and
specialty retailers.
Selected Crabtree & Evelyn products hold the
Royal Warrant from H.R.H. The Prince of Wales, in
recognition of its services as a supplier of fine
toiletries.
A significant milestone for Crabtree & Evelyn
was the launch of its first ever patent-pending
product, Hand Recovery, in 2002. This
revolutionary treatment product exfoliates,
cleanses and conditions in one simple step to give
soft and smooth hands within 60 seconds. The
benefit-driven Hand Recovery product was an
instant hit and has brought more
customers back through the
door than any other product
in recent years. The Hand
Recovery is available in the
four of Crabtree & Evelyn’s
most popular ranges –
Gardeners, La Source,
Goatmilk and Jojoba.
HISTORY
Many people are
curious about the
brand’s name. It is inspired by the 17th Century
renaissance Englishman John Evelyn, who wrote
one of the first important works on conservation.
He is also known for his writings on food including
a book on salads, in which he introduced the first
salad dressing made with olive oil to Europe. The
Crabtree or Wild Apple symbol is native to Britain
and the ancestor of all cultivated apple trees. It
was highly prized for its beauty as well as its
usefulness in home apothecary.
The foundation of Crabtree & Evelyn products
are influenced by the English ‘still rooms’ of the
17th Century, where the lady of the house would
distill fresh flowers, herbs and fruits to create
fragrant waters for the bath, soothing essences for
the skin and fruit preserves and sauces for the
kitchen. To this day, it is this unique relationship to
the garden and nature that Crabtree & Evelyn
diligently seeks to preserve - Englishness is one of
the core values of the brand.
Crabtree & Evelyn originated from a single, family
run store in Boston, Massachusetts, specialising
in soaps. Crabtree & Evelyn prides itself on the
fact that long before the ‘natural’ and ‘wellness’
movements became popular in the cosmetics and
toiletries industry, Crabtree & Evelyn was
producing ranges featuring fruit, flower and plant
essences.
Crabtree & Evelyn believes that each age has
its own wisdom to contribute to that body of
knowledge that it calls heritage. That is why
innovation is also a long standing tradition at
Crabtree & Evelyn. In creating each new generation
of products, it continues to draw upon its rich
heritage and accumulated knowledge of plants and
botanicals, while making use of emerging
technologies to produce the purest and most
effective products possible for its customers.
THE PRODUCT
In bath and body care, Crabtree & Evelyn uses
extracts, oils and essences of flowers, fruits and
herbs, not only for their fragrance but also for their
time tested natural benefits. For the home, candles,
linen and room sprays, draw liners and fragrance
diffusers are designed to lightly scent each room
with a favourite fragrance. Decorative accessories
accentuate any room with exclusive designs.
Gourmet foods made with the freshest ingredients
recreate time tested recipes from England and
Europe. Hand made English preserves, biscuits and
teas bring a touch of delicious taste at any time of day.
A specialty that Crabtree & Evelyn is famous
for is its extensive collection of gifts. Special
touches include exquisite hatboxes that feature
decorative watercolour motifs of flowers, fruits and
plants, sealed with silk ribbons and Bijou boxes
that open like lotus flowers, as well as
monogrammed shave keys for men. All these little
things ensure that each gift can be treasured long
after the contents are finished. Whether treating
oneself or another, Crabtree & Evelyn’s gifts are
always designed to surprise and delight; a gift from
Crabtree & Evelyn always shows impeccable taste.
RECENT DEVELOPMENTS
Crabtree & Evelyn is constantly improving its
product ranges and launching innovative new
products to create more cohesive collections,
building on its proven strengths of quality and
originality.
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10/21/2007, 1:38 AM

THE MARKET
Whether sharing with friends, giving as a gift or
savouring a well-earned treat, confectionery is
enjoyed by nine out of ten Australians regularly.
Milk chocolate is still the most popular variant,
followed by dark then white chocolate. A notable
trend is the increasing number of people switching
to dark chocolate – this is due to the growing taste
for dark chocolate, plus it is seen as the ‘healthier’
alternative as it is higher in antioxidant flavonoids
than milk chocolate.
Darrell Lea is one of only a handful of chocolate
manufacturing retailers in Australia, and the world.
Having their own network of retailing stores allows
them to have the highest level of control over quality
and presentation of their products, whilst ensuring
that their customers receive an exceptional level of
service and attention.
ACHIEVEMENTS
From humble beginnings selling confectionery from
a pushcart, Darrell Lea now has a national presence
of more than 1000 company owned stores and
partner outlets across Australia, whilst employing
more than 1000 people to support national and
international operations.
In 2000 the company expanded
into the export market with their first
shipment of liquorice to North
America. Darrell Lea liquorice is now
sold in over 10,000 outlets around the
world, largely in the key markets of
the US, UK and Canada. In just four
years liquorice exports have grown
to 12% of total revenue.
With demand for their unique Soft
Eating Liquorice
continuing to grow,
the company has
been credited with
creating a new soft
eating niche category
within the global
liquorice market.
In 2007, Darrell
Lea celebrates its
80th birthday. The
company remains a
100% wholly owned
(4th generation)
Australian family
business.
HISTORY
The origins of the Darrell Lea company started in
the early 1900s when Harry Lea mastered the art of
confectionery making in Perth with his first creation,
Bulgarian Rock, which he sold in a simple street
pushcart.
Harry then established a fruit and vegetable shop
in Sydney’s Manly area. But as the Great Depression
approached and business dwindled, particularly
during the winter, Harry and his family started to
cook Bulgarian Rock and Peanut Brittle at the back
of the fruit shop. It
was an instant hit!
In 1927 the first
dedicated confectionery
shop (named
after Harry’s
youngest son –
Darrell) was opened
in Sydney’s Haymarket.
On most days
the shop sold out by
early afternoon and
the family started
cooking in the
kitchen out the back
for the next day.
During the
Depression years of the 1930’s the company
expanded its Sydney stores. Confections were
delivered to these stores twice a day, originally by
horse and cart and later by Model T Ford.
The 1950’s saw Darrell Lea’s iconic Rocklea
Road® made for the first time from the Lea family
recipe. In 1957 the now famous Darrell Lea shop on
the corner of King and George Street in Sydney
was opened as the NSW flagship store. In the same
year the family first developed and sold their unique
Soft Eating Liquorice.
Business continued to prosper and a large
factory was established in Kogarah, NSW. By this
time flagship stores had opened in the key
metropolitan cities. They are all still operational to
this day.
On October 30, 1980, a disastrous
fire destroyed 90% of the manufacturing
facilities at Kogarah. By
1982 the factory was rebuilt and
equipped with new, modern
machinery. Manufacturing is still
carried out at this site today.
The 1990s saw new stores
continue to be opened around
Australia, as Darrell Lea underwent
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10/21/2007, 1:44 AM

THE MARKET
Australian owned and operated,
Domino’s Pizza Enterprises Limited
(“Domino’s”) and its franchisees
operate more than 660 stores across
Australia, New Zealand, France,
Belgium and the Netherlands.
Across these markets, the
Company and its franchisees
employ more than 16,000 casual and
full-time staff, making over 60
million pizzas each year.
Domino’s operates within the
Quick Service Restaurant (QSR)
pizza segment of the fast food
market. According to Euromonitor,
the Australian fast food market grew
from $7,763 million in 2000 to an
estimated $9,030 million in 2004 and
is estimated to grow to $10,287
million by 2008.
Domino’s estimates the value of the Australian
pizza market, comprising QSR outlets, small chains
and independents, at more than $1.6 billion. The
Australian QSR pizza market was estimated by BIS
Shrapnel to be worth more than $663 million in 2004,
equating to approximately 40% of the Australian
pizza market and approximately 7.3% of the total
Australian fast food market.
Australia’s only publicly-listed pizza chain,
Domino’s Pizza Enterprises Ltd is the largest
international franchisee for Domino’s Pizza Inc; a
global brand founded by Thomas and James
Monaghan in 1960 in the United States. Domino’s
Pizza Inc is the recognised leader in pizza delivery,
operating a network of over 8,000 stores in more
than 50 countries.
ACHIEVEMENTS
Since its inception, Domino’s has delivered a series
of products and innovations which have
revolutionised the Australian pizza industry.
Pizza Delivery
Domino’s was the first in Australia to introduce
home pizza delivery in 1980. This concept soon
proved extremely popular, prompting competitors
to follow suit.
Hot Cell Bags
Introduced in 2000, Domino’s’ Hot Cell bags were
Australia’s first electronic hot bags for pizza delivery.
Using a patented state-of-the-art heating element
and special insulation material, Domino’s Hot Cell
works like a portable oven ensuring pizza is delivered
up to 20 per cent hotter.
Classic Crust
Designed to fill the gap between Deep Pan and
Thin ‘n’ Crispy bases, the Classic Crust was
introduced in 2002 by Domino’s CEO Don Meij.
The pizzeria-style crust now
accounts for almost half of all
Domino’s sales.
Pizza College
Domino’s has partnered with
the Gold Coast Institute of
TAFE and its corporate
business division, OSR
Business Solutions, to offer
Domino’s team members
accredited training courses
and nationally recognised
qualifications. This initiative
has been designed to drive
performance, support
personal and professional
growth and enhance
relationships among employees,
customers and partners.
Partners Foundation
The Partners Foundation is the
Company’s internal charity,
assisting team members in times of
tragedy. The Foundation has
donated more than $240,000 to over
100 team members who have fallen
on hard times. The Partners
Foundation reflects Domino’s
culture of camaraderie, passion, and
support.
Domino’s Luv Lab
The Domino’s Luv Lab is
Australia’s first dedicated pizza
research and development kitchen.
The Luv Lab specialises in
designing systems, food and
equipment, and ensures quality,
consistency, efficiency and safety
across all stores by focusing on quality assurance
and occupational health and safety.
Internet and Mobile Phone Ordering
Domino’s launched mobile phone ordering in
September 2005, allowing pizza lovers to order on
the run. Shortly afterwards, it became the first major
pizza chain to offer its customers nationally the
convenience of ordering online. Customers can also
watch the progress of their pizzas online in real
time with a special “anticipation clock”.
First Listed Pizza Maker
In May 2005, Domino’s became the first Australian
pizza maker to list on the Australian Stock Exchange.
This move helped to spur Domino’s’ expansion into
new markets, including New Zealand and Europe.
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10/22/2007, 3:58 PM

THE MARKET
More than 58 million books were sold in Australia
last year (2006) with a value of just over $1.1 billion
representing over 320,000 titles. Dymocks has a
large and growing share of this market.
With 74 stores in Australia, the Dymocks group
represents some 16% of the book retail market.
The Dymocks website attracts some 11,000
visitors every day! It also features the
merchandising and marketing strategies of the
Dymocks stores. The www.dymocks.com.au
website is a successful and growing sales channel
and according to Hitwise (June 2007) the Dymocks
website annually ranks in the top two websites
within the category of Australian book sellers.
ACHIEVEMENTS
Dymocks Booksellers currently have 74 stores
across Australia. The Dymocks store which opened
in Hobart, Tasmania in 2000 made Dymocks truly
national with Dymocks in every state and territory.
The past five years have seen Dymocks expand
internationally to a total of 5 book stores in New
Zealand and 11 in Hong Kong. Overall, there are 90
Dymocks stores. This has been a
significant achievement for
Dymocks, with plans to keep
expanding both within Australia
and overseas.
There are flagship stores in all
State capital CBDs . These stores,
along with expansion into key
metropolitan and regional centres,
are part of an overall brand
strategy to consolidate Dymocks’
market presence.
The merchandising and
marketing strategy provides
focus for Dymocks based on
proven retail principles and it
continues to support Dymocks’
position well into the future.
Dymocks partnership alliances
with credible and well-respected
businesses continue to be
successful for example SBS, with
an SBS display in every Dymocks
store; The Australian Stock
Exchange and ABC Centres in a
number of stores.
HISTORY
The grand Dymocks George Street
store, built in 1930, is Sydney’s
greatest bookstore. Its origins began in 1879 when
young William Dymock commenced business as a
bookseller in nearby Market Street. As his business
grew, he moved to larger and grander premises until,
in the 1890s, he had a million books in stock. William
Dymock died in his thirty-ninth year. Unmarried
and childless, he left the business to his sister
Marjory, who was married to John Forsyth. From
that time onwards, the Forsyth family has managed
Dymocks.
In 1981, John Forsyth, William Dymock’s great
grand nephew, decided to take over the company,
selling his own successful printing and publishing
business. After investigating book retailing around
the world, he implemented major changes to the
old store. Specially designed gondolas and displays
were built, colour corrected lighting was introduced
and the most sophisticated computerised customer
enquiry service for books in the English speaking
world was developed and installed.
In 1986, the Dymocks Franchise System was set
up, allowing people to have their own piece of this
great bookselling tradition. At the same time,
www.dymocks.com.au was being developed as the
most successful Australian bookselling site and
consistently one of the most visited sites on the
Internet. It is a reaffirmation of the Dymocks history
of applying modern retailing techniques to a proud
century-old tradition.
THE PRODUCT
As a family owned business and the oldest
Australian owned book store, Dymocks prides itself
on meeting the book buying needs for all
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10/21/2007, 1:50 AM

THE MARKET
Australians are unplugged. They play,
communicate, calculate and plan all with
the help of portable power. Energizer®
batteries power the lifestyle of this on-thego
society. In fact, the average Australian
household owns more than ten batteryoperated
devices, and that number
continues to climb. In a technological game
of leapfrog, devices evolve as battery
power improves and battery power
improves to make way for the next
evolution of gadgets and gizmos.
More devices with added bells and
whistles are certainly one trend that drives
the category. Smaller devices are another.
For example, music machines once the size
of a small suitcase now fit in the palm of
the hand. This trend toward
miniaturisation has made AA and AAA size
batteries the workhorses of the category,
making up more than half of the battery
market.
In short, there is an ever-increasing
demand for reliable batteries that can keep pace
with today’s mobile lifestyles. Energizer continues
to be the leading premium alkaline power source
that “never says die”.
ACHIEVEMENTS
Energizer invented alkaline batteries in the late 1950s
and has continued to enhance them over the years.
Since 1960, the service life of an Energizer battery
has improved dramatically. Anticipating the trend
toward high-tech devices, Energizer led the
industry in designing batteries to meet the power
requirements of these sophisticated devices.
The company continues to innovate in all
segments of the battery category. Energizer was
the first company to design and introduce a superpremium
battery, the Energizer® e²; harness the
power of lithium in a AA cell size; and to
revolutionise the rechargeable category when it
introduced high-powered Nickel Metal Hydride
(NiMH) cells.
Energizer is the world’s largest manufacturer of
batteries and portable lighting products.
Energizer products are distributed in more than
160 countries and the company manufactures
nearly one out of three batteries sold in the world.
HISTORY
More than a century ago in the 1890s, Joshua Lionel
Cohen began selling his latest invention. This was
a tiny battery-and-bulb device used to illuminate
flowers in a pot, and Conrad Hubert, who operated
a New York City restaurant, was so impressed that
he quit his job to sell the devices for Cowen. When
the power failed in a restaurant where Hubert
had just installed the flowerpots, he had an
inspiration—put the “flowerpot lights” in
people’s hands. And the seeds for Eveready
Battery Company—and
portable power—were planted.
Hubert acquired the patent for
the first Eveready® “electric
hand torch” in 1898. His first
flashlights were handmade,
consisting of a dry cell battery, a
bulb, and a rough brass reflector
inside a paper tube. By 1900, his flashlights were
being sold in London, Montreal, Paris, Berlin - and
Sydney.
Hubert’s company became American Ever
Ready in 1905 to emphasise the dependability of
its flashlight products and merged in 1914 with
National Carbon Company. The newly
formed company, which was the only
manufacturer specialising in both battery
and lighting products, merged with Union
Carbide Company three years later, and,
as it expanded, the company’s “Eveready”
brand name became synonymous with
power and reliability.
Over the course of several decades, the
company continued to grow, focusing
upon its strong reputation as the
dependable battery that a consumer could
trust.
The batteries were certainly reliable, but
one young, persistent scientist knew they
could be better, and his work launched a
new era for the company. Assigned to an
existing Eveready division in 1957, Lew
Urry soon began to focus on an entirely
new chemical system—a system known
today as alkaline.
Urry made a mock-up of an alkaline
battery from an empty flashlight shaft,
inserted it into a toy car and tested it on
the cafeteria floor- and the rest is history! Today
alkaline batteries are the top selling standard battery
in Australia.
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10/21/2007, 1:53 AM

THE MARKET
EnergyAustralia is one of Australia’s largest energy
retailers, supplying energy to more than 1.4 million
homes and businesses in New South Wales, the
ACT and Queensland.
Every day more than three million Australians
receive their energy from its network of substations
and cables – which is the largest electricity network
in Australia.
Prior to the start of industry deregulation in 1996,
a customer’s electricity supplier was determined
purely by the location of their premises. Prices were
fixed and service provision was determined by
geographical monopoly.
Although large business users of electricity
were one of the first groups to be able to
choose their supplier, full retail competition
began in January 2002. Residential and small
business customers in New South Wales and
Victoria were able to choose their electricity
and gas supplier for the first time.
Market deregulation resulted in a
significant increase in competition, putting
pressure on prices and margins. It marked
the beginning of an entirely new era for the
energy industry.
ACHIEVEMENTS
Since the start of full retail competition, the
challenge for EnergyAustralia has been to
protect its established customer base while
winning new customers from its competitors.
The company developed a sales model
which set new industry benchmarks, as well
as attracting the interest of other utilities and
government agencies.
EnergyAustralia was open and transparent in
communicating that customers had choice. This
approach helped EnergyAustralia to consolidate
its market position as ‘energy experts’. The company
continues to record sizeable gains in brand
recognition, general awareness and brand
preference.
EnergyAustralia was one of the first energy
companies to come up with renewable energy
options for its customers which it commenced in
1996. In 2006/07 the company delivered 4.6 million
tonnes of greenhouse gas abatement, which is equal
to removing about 1 million cars from the road for
one year (Australian Greenhouse Office estimates
4.48 tonnes CO 2
-e/year).
As well as providing a safe, reliable source of
energy to customers, EnergyAustralia is committed
to helping them to make more informed choices
about their energy use by giving them the power to
reduce their electricity bills and their impact on the
environment.
Residential energy efficiency remains a focus of
the EnergyAustralia EnergySave program, and it
has been identified as the most cost effective way
of reducing greenhouse gas emissions. The
program helps customers to make informed choices
about their energy use, and rewards energy saving
behaviour. EnergySave initiatives include an
EnergyWise Newsletter, which offers tips, safety
messages and information; a web-based Energy
Usage Gauge; the EnergySave service which offers
a home energy audit as well as energy saving
devices; the Spare Fridge Retirement Program; and
the Hot Water Awareness campaign.
EnergyAustralia employs over 5,200 staff and is
the largest direct employer of apprentices in NSW.
Through targeted programs and sponsorships
such as the award-winning Aboriginal and Torres
Strait Islander (ATSI) Pre-Apprentice Training
Program, EnergyAustralia has doubled ATSI
representation in its workforce in the past two years.
HISTORY
EnergyAustralia was established in March 1996
after a merger between Sydney Electricity and Orion
Energy (Newcastle). Prior to this, the provision of
electricity for the Sydney area was controlled by
the respective councils.
EnergyAustralia is now one of the largest energy
services companies in Australia, providing broadbased
energy solutions ranging from electricity and
gas supply, to energy management and renewable
energy alternatives.
In 2004 EnergyAustralia celebrated the
Centenary of Electricity -100 years since the
introduction of electric streetlights in Sydney. While
that basic electric technology remains the same over
a century later, the distribution end of the electricity
supply chain is undergoing a revolution. Electricity
planners are rethinking the role of the network –
the substations, poles and wires - in meeting the
challenge of climate change. This will hasten the
development of a network that is more efficient and
one that gives more power and control to
customers. EnergyAustralia calls this the network
of the future, and its current rollout of smart meters
marks the beginning of this new era.
THE PRODUCT
EnergyAustralia’s product offering has
continued to evolve – responding to
changing customer demands, a rapidly
growing population and the need to be more
environmentally aware.
The company has moved from simply
supplying electricity to become one of the
largest energy suppliers in Australia providing
broad-based energy solutions. It is
responsible for providing and managing
electricity infrastructure for the Sydney,
Central Coast and Hunter regions in NSW;
purchasing and supplying electricity and gas;
purchasing and supplying energy from
“green” sources; electrical contracting and
engineering; connecting customers; local
repairs; and major capital works.
Over the last 60 years household demand
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10/21/2007, 1:57 AM

THE MARKET
The car market in Australia is booming, consistently
achieving record annual sales. According to the
forecast from the Federal Chamber of Automotive
Industry (FCAI), 2007 will see sales reach one
million vehicles for the first time ever. This boom is
driven partly by the fact that vehicle affordability is
at record levels.
Rising fuel costs and changing consumer
lifestyles have also created a dramatic shift in
customer buying preferences with small cars
accounting for over 20% of all new cars sold in
Australia in 2007, up from 15.4% in 1998.
With its extensive range of vehicles, Ford has a
very healthy share of that market. In 2006, one in
every eight new passenger vehicles sold in
Australia was a Ford.
ACHIEVEMENTS
Henry Ford didn’t invent the automobile, although
you could be forgiven for thinking that he did.
What set Ford apart from the huge number of car
manufacturers operating in the United States in the
early 1900s was his unique understanding of the
potential role of the car in society.
Before Ford, cars were luxury items,
manufactured and marketed as “toys for the rich”.
In fact in 1902, a year before Henry Ford introduced
his Model A, there was only one car on the road for
every 1.5 million people.
Henry Ford’s great stroke of genius was
recognising that by mass-producing simple, reliable
automobiles he could make motoring affordable for
everyone. Inspired by this vision, he invented the
moving automotive assembly line which, along with
the legendary Model T, changed society forever.
Before long a car was simply a part of the lifestyle
that Americans – and then the world – expected.
Australia, with its vast distances and limited
transport infrastructure, was one of the countries
that benefited the most from Henry Ford’s
innovation.
Australians adopted the car with great
enthusiasm and as long ago as 1967 the 1,000,000th
Australian built Ford was produced.
Ford was No. 1 in Australia in passenger vehicle
sales for 16 years in a row, from 1982 to 1997.
It wasn’t just a matter of mass production, either.
In 1983, Ford won the Australian Design Award for
its Falcon/Fairlane/LTD range, the first time a motor
vehicle had been honoured in this way.
Among the many awards Ford garnered over
the years, one of the most significant was the
Wheels Car of the Year award which was won by
BA Falcon in 2002.
The Territory, launched in 2004, has impressed
motoring organisations from around Australia and
earned itself some of Australia’s most prestigious
motoring awards. With innovation evident in every
detail, the Territory also won the Australian Design
Award for 2004. Judges were impressed by its
groundbreaking design, incorporating the handling
of a sedan, versatility of a SUV and the flexibility of
a people mover. And when it came to the coveted
Wheels magazine Car of the Year Award, Territory
beat the competition to be named the 2004 Car of
the Year. Territory amazed even more judges at the
2004 and 2005 Australia’s Best Cars Awards, winning
Australia’s Best Recreational 4WD Award for its
overall design, function, performance and value for
money. The Territory continues to be the best selling
medium Sports Utility Vehicle in Australia.
HISTORY
Henry Ford grew up on a farm in Michigan where
he fell in love with all things mechanical and dreamed
of endless new possibilities. He sold his first car, a
Model A, in 1903. Five years later his Model T would
change transportation forever and eventually make
cars affordable for the vast majority of people. The
efficiencies of the assembly line he designed drove
the price of the Model T down from $825 to just
$269 by 1922.
Ford has been in Australia almost from the very
beginning. Its cars have been sold in Australia since
1904. The Ford Motor Company of Australia was
established on March 31, 1925.
Today, Ford Australia directly employees around
5,000 people in design, development, marketing and
sales, administration, manufacturing and assembly
facilities across Australia. Ford has 230 Dealers
around Australia and operates regional offices in
each major capital city. The makeup of the workforce
at the Campbellfield manufacturing assembly plant
is one of the most diverse in the Ford world; the
plant employs workers from 65 different
nationalities.
The name Australians tend to associate most
strongly with Ford would have to be ‘Falcon’. Ford
began production of the Falcon in 1960 and the
nameplate continues to this day. Seven generations
of the Falcon have been produced.
Falcon, Falcon Ute and Territory are among the
very few cars that are wholly designed, developed
and built locally in Australia. They are truly
Australian cars.
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10/21/2007, 2:03 AM

THE MARKET
The Bottled Sauces category encompasses a vast
range of sauces from traditional varieties to Asian
sauces and marinades. Sauces have traditionally
been used to add extra flavour to mid-week meals,
family barbecues and entertaining occasions. With
an increasing number of consumers wanting to feel
“ownership” of their home-made meals without the
time and effort that goes into preparing them from
scratch, the usage occasions for sauces are
becoming more diverse than ever with many homechefs
using sauces as shortcuts in creating their
own signature dishes.
Consumers love their various sauces and use
them frequently (91% fortnightly & 70% 2-7
times per week 1 ), and Fountain has ensured
that there’s a superior sauce offering to fit all
consumption and cooking occasions.
The category consists of three major
segments, namely Tomato, Barbecue and
Variety, and is growing at a moderate rate
every year. The traditional Tomato and
Barbecue segments have evolved to be
represented in a variety of packaging
formats. Fountain’s iconic glass bottle
is recognised by generations of
Australians and is still around today.
For those who favour plastic –
Fountain’s same legendary sauce is
also available in Squeezie bottles in
various sizes.
The majority of growth in the
Bottled Sauces category is driven by
Variety sauces, such as marinades,
chilli sauces and Asian-ingredient
sauces and Fountain’s continuous
dedication to product development
ensures that it is reaching out to the
disparate variety of tastes and ever changing
marketplace trends.
Fountain also has a presence in the Tomato Paste
category with its convenient no-waste sachets in a
variety of flavours.
ACHIEVEMENTS
Fountain is one of Australia’s true heritage iconic
brands. The glass bottle with the traditional label is
what generations of Australians were brought up
to associate with the dinner table. With an enviable
reputation for providing quality sauces, Fountain
is also the branded market leader in its category,
with 22.7% 2 volume share and over 19.5 million
bottles of Fountain sauce sold each year. In
2007, Fountain MAT sales grew by an
impressive +$2.8m 2 , which was the highest
branded value increase and $1.6m ahead of
the nearest competitor.
Fountain Tomato sauce is found in more
kitchens, cupboards and fridges than any
other sauce brand 3 and Aussie
households consume an impressive 6.8
million 2 litres of Fountain Tomato sauce
each year. Australians love the rich,
thick & flavourful taste of Fountain
and their loyalty to the brand (33.2% 3 )
is more than double that of the nearest
competitor (14.6%). This trust and
attachment to Fountain’s superior
quality and taste has been built up for
more than 100 years.
Whilst Fountain has recorded
strong sales results on its core ranges,
it has also continued to focus on
developing products targeting
growing market segments and has
achieved outstanding results with the launch
of a range of 600mL Squeezie sauces which sell
$10m 2 annually, are growing at +29.3% 2 and have
achieved a strong No 2 market share position.
HISTORY
The Fountain brand was first registered in 1906
and has recently celebrated its 100th birthday.
The Australian popularity for Fountain Tomato
sauce began in the 1950s and 1960s, with a radio
campaign played during horse racing bulletins
every Saturday afternoon.
In the 1960s, a range of additional Fountain
sauces was launched including Steak, Mustard and
Mint. Since that time, Fountain has been on a
continuous course of refining, developing and
expanding the product range available. It now has
16 different sauce flavours to ensure that Fountain’s
quality products are relevant to the needs of
today’s consumers.
In 2002, Fountain’s first Squeezie range was
launched. Fountain’s dedication to addressing the
needs of emerging markets was manifested in the
launch of Gluten Free Soy sauce in 2004, followed
by an expansion of the Squeezie range in 2005.
During this year Fountain also modernised the
brand’s logo and repackaged the range.
Today, Fountain is perceived as being a trusted,
well known and loved brand, with a strong product
quality reputation and arguably the best tasting
tomato sauce available in the marketplace.
THE PRODUCT
Consumers have enjoyed the great taste of
Fountain sauces for over 100 years and use them
to add great flavours to Australia’s favourite meals
every day. The brand has the widest flavour offering
on the market, with 36 SKUs spanning 13 major
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10/21/2007, 2:08 AM

THE MARKET
They say a nation’s culture is often defined by its
cuisine. In Australia, the quintessential national
food is the meat pie, and the national meat pie of
choice is Four’N Twenty.
There are few more iconic Australian brands
than Four’N Twenty. Four’N Twenty is Australia’s
favourite pie, being sold in supermarkets, grocery
stores, service stations, convenience stores,
sporting venues, cafes, canteens, schools and
events across the country. Synonymous with sport,
particularly AFL football and NRL rugby, Four’N
Twenty is the people’s pie, and has been for nearly
60 years.
It has been said that Australians are the worlds
biggest meat pie eaters per head of population,
consuming over 12 meat pies each per year, and a
further 17 combined pasties, sausage rolls and party
pies.
Four’N Twenty is the Number 1 brand
in the Australian retail frozen savoury
segment, with over 25% share of a
market worth $199 million in 2006.
Four’N Twenty is one of
Patties Foods Ltd’s portfolio of
leading brands, manufactured at
the company’s state-of-the-art
production facility in Bairnsdale,
regional Victoria, and distributed
nationally.
The company is well equipped
to anticipate consumer trends and
develop new products that
respond to them rapidly. Innovation
is a key focus within the business,
along with an unwavering commitment to using
the highest quality ingredients and processes.
It is this passion for high quality product that
has enabled Patties Foods to further enhance
Four’N Twenty’s reputation and market leadership.
ACHIEVEMENTS
Since the first Four’N Twenty pie was produced in
1947, the brand has grown to become Australia’s
most popular pie, a name both recognised and
respected by millions of Australians.
Mention Four’N Twenty to any Australian and
you are likely to see an instant recognition. Recent
market research showed 76% of Australians had
unprompted recognition of the brand. This grows
to 99% when prompted!
Four’N Twenty has built a reputation for being
“The Great Australian Taste”. Having a pie at the
“footy” has become an Australian tradition. One in
every four people that attend a football match in
Australia will consume a Four’N Twenty pie.
At the home of Australian Rules Football, the
MCG, Four’N Twenty has been the official pie
supplier since 1958.
Four’N Twenty has also built a strong affiliation
with community and sporting groups over the years,
and has enjoyed successful relationships with
many major events. Four’N Twenty are currently
major supporters of Australian Rules Football,
National Rugby League, snow skiing and snow
boarding and other outdoor events such as the
Deniliquin Ute Muster and Rip Curl Pro Surfing.
In keeping with its brand positioning as “The
Great Australian Taste”, Four’N Twenty targets
everyday, regular consumers as a convenient and
wholesome food they can rely upon.
HISTORY
The Four’N Twenty story started in Bendigo,
Victoria, in the late 1940s. The company’s
founder, local caterer Les McClure,
developed a reputation for baking the
most delicious meat pies in the area.
McClure named his pies
Four’N Twenty after the line in
the nursery rhyme, “Sing a Song
of Sixpence”, about King Henry
VIII entertaining guests by
baking 24 blackbirds in a pie
and having the birds fly out
of the pie.
With a great tasting
product and a catchy name,
demand for the Four’N
Twenty product grew rapidly.
It was not long before a large percentage of pie
production was being sent to Melbourne – at first
for special events like the 1948 Royal Melbourne
Show, and then later into the local trade. The
company soon opened its first Melbourne bakery
in a pavilion at the Showgrounds.
The Showgrounds bakery was soon too small
and a new bakery was built in Ascot Vale. Demand
for Four’N Twenty pies continued to increase with
deliveries extending to all suburbs and many
country areas.
Large quantities were sent by rail and road to
distant country towns and cities. McClure
eventually sold the business to his original pastry
cook, Les Gillies. Since then ownership of the ever
growing brand has changed hands with the
decades – Peters ran it in the late 1960s, the Adelaide
Steamship Company in the 1970s and Pacific Dunlop
from the early 1980s, after which it finally fell into
overseas hands at US-owned Simplot.
The iconic Australian Four’N Twenty brand was
eventually brought back in to Australian hands in
2003, when it was purchased from Simplot by Patties
Foods Ltd.
From its Bairnsdale bakery Patties Foods
currently produces around 70 million pies per year
and uses approximately 25,000 kilograms of meat
and 50,000 kilograms of flour every day.
THE PRODUCT
Four’N Twenty’s product range consists of Meat
Pies, Flavoured Pies, Party Goods, Pasties and
Sausage Rolls.
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10/22/2007, 11:54 AM

THE MARKET
Fujitsu General is renowned in Australia for both
its top-of-the-range plasma displays and its
technologically advanced air conditioners.
With the continued popularity of flat screen
televisions and its world leading plasma display
technology, Fujitsu offers one of the largest ranges
of plasma panels in Australia. Setting the industry
benchmark for picture quality and performance,
Fujitsu’s plasmas feature the critically acclaimed
Advanced Video Movement-II (AVM-II) digital
video processor.
As the number one supplier of air conditioners
to the Australian market, Fujitsu’s company slogan
is ‘Australia’s Favourite Air’. Fujitsu’s most popular
product range is its inverter air conditioners, which
are more economical to operate and quieter to run
than conventional units. Highly sophisticated
technology enables the compressors to adjust their
speed in response to changes in room temperature
making them quieter and more energy efficient than
conventional types, achieving 6-star energy
ratings.
ACHIEVEMENTS
Fujitsu General’s Plasmavision range is an awardwinning
series of High Definition plasma display
panels. Fujitsu’s Advanced Video Movement
(AVM-II) digital video processor enables its
Plasmavision panels to identify and correct
common flaws found in digital video content, also
known as artifacts, delivering clearer pictures to
the viewer. The processor also provides advanced
colour management, digitally enhancing primary
hues so that they appear more vivid. With an
ambient light sensor, the processor detects the level
of light in a room and digitally adjusts the screen’s
contrast and brightness to create the perfect
viewing environment. In addition, automatic edge
correction sharpens the edges of the images on
screen to make them appear clear, crisp and true.
In 2002, Fujitsu won an EMMY Award for
‘Outstanding Achievement in Technological
Advancement’ for its contribution to the plasma
industry. The award acknowledged
Fujitsu’s longstanding commitment to
the plasma industry and its status as
the most influential company in the
development of plasma monitors.
Further recognition for Fujitsu’s
Plasmavision was received at the
2005 CEDIA show on the Gold Coast,
where Fujitsu won all the flat panel
awards in the Digital Display Arena.
Most recently, Fujitsu received a
Highly Commended at the 2007 Sound & Image
Awards.
In terms of air conditioners, Fujitsu’s Nocria
inverter range features outstanding filtration
technology, including the world’s first automatic
air filter cleaning operation, producing cleaner,
fresher air.
Fujitsu was recently awarded the GfK No.1
Award for being the top brand in 2006
for Consumer Air Conditioners in
Australia. This ‘No.1’ result is the third
win in a row for Fujitsu since the GfK
No.1 Awards’ inauguration, rewarding
sales in 2004.
In addition, Fujitsu received an ERA
(Electrical Retailing Award) for ‘Best
Cooling Supplier 2007’.
HISTORY
The company’s origins date back to the early 1970s
through a sales distribution company known as
General Colour Pty Ltd, selling colour televisions.
In 1980 the company became a full subsidiary of
the General Corporation in Japan and General
Corporation Japan (Aust.) Pty Ltd was formed. This
change saw the company expand into a number of
different consumer electronics products.
In 1989 a new association was formed in Japan
and globally the company became known as Fujitsu
General Limited.
Over time the company decided to focus its
research and manufacturing strengths into two main
product categories: air conditioning and plasma
display panels. This core focus has resulted in
Fujitsu General becoming an innovator of plasma
technology and producing market leading products
of a world class standard.
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10/21/2007, 2:20 AM

THE MARKET
The entire Wraps, Bags and
Foil market is worth A$273
million a year in Australia. It
consists of two categories,
Food Management and
Disposal Management. Of
these, Food Management is
by far the larger. It is worth
A$185 million, whereas
Disposal Management is
worth a total of A$88 million.
Of this entire market, 75%
value share is made up of five
key sub-categories, namely
plastic wrap; foil wrap;
garbage bags; reclose bags;
and kitchen tidy bags.
GLAD is the market leader
with a 32% value share.
As part of their normal
shopping pattern, 93.5% of
Australian households
purchase some kind of product from this market.
For some time, this number has been increasing
steadily as the time saving and convenience
benefits have become more widely appreciated by
people living busy lifestyles.
ACHIEVEMENTS
GLAD is a household name in Australia,
synonymous with quality and freshness.
GLAD has been the leading brand in this
category since the brand’s launch – in 2006, the
brand celebrated 40 years of providing Australian
households with products designed to improve
hygiene, to make life easier around the home and to
save time.
In that time, the GLAD product range expanded
to encompass more than 20 convenient products
in the Australian market. GLAD Steam Lock Bags
are the latest addition to the GLAD product range.
Introduced in 2006, this product has created a new
segment in the Wraps, Bags and Foil category.
HISTORY
The GLAD brand originated in the USA when
Union Carbide Corporation launched GLAD
Wrap in 1963. After extensive market research,
both GLAD Wrap and GLAD Bags were
launched in Australia by Union Carbide in
September 1966.
Market research into the lunch wrap market in
Australia showed that 60% of consumers used
greaseproof paper and 40% used
waxed paper for lunch wraps. In
addition, 65% of wrapped lunches
were then wrapped again in paper
bags and 20% in plastic bags. It is
not difficult to see why the
concept of a ‘see-through’ wrap
which would cling to itself and
take the place of all of those
products was well received by
Australian women.
In order to generate publicity
for the launch, functions were
planned in both Sydney and
Melbourne to which local
columnists, women’s magazine editors, retail trade
leaders and social identities were invited. The host
of these functions was Graham Kerr, the country’s
best-known food expert at the time.
Guests were invited to take part in a
demonstration by trying to tell the difference
between food prepared and wrapped in GLAD three
days before, and food
prepared that day. To keep
the test honest and to
increase
the
newsworthiness of the
events, the wrapped food
was kept under armed guard
for three days. For a little
extra pizzazz, it was stored in
glass door refrigerators in the
main windows of
Woolworths’ George and Pitt
Street stores in Sydney and
in the main window of GJ
Coles Bourke Street store in
Melbourne. When the food
was unwrapped, the guests
were amazed to find that this
new plastic wrapping
actually kept food as fresh
as it had been before it was
wrapped.
This spectacular and highly successful launch
of GLAD Wrap and GLAD Food Bags was followed
by the introduction of Garbage and Kitchen Tidy
Bags in the early 1970s and GLAD Aluminium Foil
and GLAD Bake Paper products in the early 1980s.
By 1997, the GLAD product range totals more than
60 individual pack sizes.
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10/22/2007, 3:09 PM

THE MARKET
For a country widely considered to serve some of
the best espresso coffee in the world, Australians
ironically drink a comparatively low amount of
coffee by world standards - an estimated 2.4 kg of
coffee per year.
However Australian consumption of coffee has
grown dramatically over the last decade with
consumers now drinking 65 per cent more coffee
than they did in 1996. An estimated 1.26 billion cups
of coffee worth $3 billion were served in cafes,
restaurants and hotels in the last year, with the
majority of all coffee purchases made at franchised
coffee stores (40 per cent).
Coffee franchises are one of the fastest growing
retail food sector segments in Australia with the
number of outlets estimated to have grown by 50
per cent since 2001.
As one of Australia’s leading coffee specialists,
Gloria Jean’s Coffees has played a major role in the
development and growth of the retail coffee market
in Australia.
Since first entering the market in 1996, the
company has opened over 400 stores, operating in
every state and territory of the country. Today Gloria
Jean’s Coffees is Australia’s largest and most
recognised specialty coffee retailer serving an
estimated 7 million guests each month.
(Sources: ‘Coffee in Australia 2006-2008’ report,
BIS Shrapnel, February 2006; ‘Australian Coffee
Market Key Facts: For 2006’ AustralAsian Specialty
Coffee Association)
ACHIEVEMENTS
Gloria Jean’s Coffees is an Australian owned and
operated global brand with over 750 coffee houses
in 25 countries including more than 400 in Australia
and signed master franchise agreements in 45
countries worldwide. Since 2004, the international
branding and roasting rights for all countries
outside the USA have been proudly Australian
owned.
In Australia, Gloria Jean’s Coffees is one of
the top 25 fastest growing franchises in terms of
both revenue and number of outlets and is also
listed as one of Australia’s top 1,000 companies
(BRW 2006/07).
Under Australian management, Gloria Jean’s
Coffees has been a runaway success expanding
rapidly in Australia and overseas. In 2005-06 the
number of Gloria Jean’s Coffees stores grew by 28
per cent in Australia and a phenomenal 49 per cent
internationally, with similar growth expected in the
next few years.
The company’s success has assembled an
impressive trophy cabinet over the last few years.
Awards include ‘2006 International Franchisor of
the Year’ awarded by the Franchising and Licence
Association, Singapore and the
PricewaterhouseCoopers Franchising Excellence
Awards ‘2005 Franchisor of the Year’.
The company has also received the highly
prestigious ‘American Express Supreme Reward for
Best Retailer’ and ‘Bank of Queensland Best
Franchise’ Awards presented by the National Retail
Association at the American Express Rewards for
Excellence.
Last year Gloria Jean’s Coffees also won the
Premier’s NSW Exporter of the Year Awards ‘2006
Emerging Exporter Award’ and the
PricewaterhouseCoopers Excellence in Franchising
Awards ‘Franchise Export Award of the Year 2006’.
HISTORY
The Gloria Jean’s Coffees story began in 1979 in a
small town just north of Chicago, USA where the
company’s namesake, Gloria Jean Kvetko and her
husband Ed saw the opportunity to offer specialty
gourmet coffees in a warm and friendly atmosphere.
With appreciation for quality coffee growing, the
concept became a success and Gloria Jean’s Coffees
stores started to appear around the USA.
In 1993 Gloria Jean and Ed sold the franchise for
an estimated US$40 million and the company began
its expansion offshore – a journey that would later
take a remarkable turn to make the company an
Australian success story.
In 1995, Nabi Saleh, an Australian businessman
internationally regarded for his coffee knowledge
and expertise, visited the USA to experience the
Gloria Jean’s Coffees brand first hand. Nabi and his
business partner Peter Irvine subsequently bought
the Master Franchise for Australia and by 1996 the
first Australian Gloria Jean’s Coffees store was
opened in Miranda, Sydney.
By 2004 Gloria Jean’s Coffees had opened more
than 200 coffee houses across Australia and
become a national brand with stores present in
every Australian state and territory. With success
accomplished at home, Nabi and Peter set their
sights on achieving their vision to make Gloria
Jean’s Coffees a successful global brand.
They returned to the USA and by the end of
2004, had purchased the international branding and
roasting rights for all countries outside of the USA
- Gloria Jean’s Coffees globally had become
Australian owned overnight.
PRODUCT
Gloria Jean’s Coffees is passionately committed to
creating the ultimate coffee experience for every
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10/21/2007, 2:32 AM

compete in world markets. Google’s
Australian engineers work to improve
Australian users’ internet experience
and enable them to take full advantage
of the exciting potential of the internet
and Google’s suite of products.
Both globally and in Australia,
Google is far more than just a search
engine. Its range of popular products
includes Google Maps, Google Earth,
Gmail, Docs and Spreadsheets,
YouTube, Blogger, Google News, the
photo site Picasa and many more.
Google’s business is based on selling
‘sponsored links’ next to its search
results through its AdWords
programme. Thousands of Australian
businesses use AdWords to connect
with potential customers.
HISTORY
According to Google lore, company
founders Larry Page and Sergey Brin
were not terribly fond of each other
when they first met as Stanford
THE MARKET
Online consumers have at their disposal incredible
quantities of information, feeds, news, blogs, maps,
images, videos, games, social networks, email,
collaborative software and more.
With the advent of new devices, more offline
content moving into cyberspace, broadband
speeds increasing and users generating more
content themselves, consumers’ lives are
increasingly being led online. In 2007, among 18-29
year old Australians, over 40 per cent of media time
was spent online.
Google, the world’s most widely used search
engine, is at the heart of the new media environment,
connecting Australians with information, audiences
and customers worldwide.
ACHIEVEMENTS
Google is a world-renowned brand and Australia’s
leading web destination. Australians rely on Google
to find and manage all sorts of information, and the
brand is committed to making the experience simple
and useful for them.
Google’s growing Australian presence is a
critical part of its global operations. Google
Australia was one of the first Google offices
outside the US. It’s now a vital R&D hub for
the entire Asia Pacific region. The web is an
especially vital and exciting platform for
Australian users and businesses. It helps them
to overcome the tyranny of distance and
University graduate students in computer science
in 1995. They argued about every topic they
discussed. Their strong opinions and divergent
viewpoints would eventually find common ground
in a unique approach to solving one of computing’s
biggest challenges: retrieving relevant information
from a massive set of data.
By January of 1996, Larry and Sergey had begun
collaboration on a search engine called BackRub,
named for its unique ability to analyse the “back
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10/22/2007, 4:31 PM

THE MARKET
The Gravy and Sauce Mix market consist of a wide
range of easy to prepare and ready made gravies
and sauces. These can be prepared on the stovetop,
made instantly by just adding boiling water or even
easier with the ready to serve ranges of
microwaveable gravy. Gravox® is the dominant
brand and market leader in the Gravies and Sauces
category with 59% value share 1 .
The category is separated into several segments
including box powders, dry mix sachets, canister
and microwaveable ready to serve liquid gravies
and sauces. Gravox has a wide range of products
on offer in all segments including two gluten free
variants – Roast Meat and Traditional in the canister
range.
Australian retail sales of the Gravy and Sauce
category are currently $89 million. Australians
consume approximately 7 million tonnes of gravies
and sauces over the course of a year.
The Australian Gravy and Sauce segment
continues to grow at around 11% per year;
the Liquid Gravy Segment is predominantly
driving this growth. Over the last two years
the segment has had three new entrants
propelling the growth to 82% and has recently
overtaken the most established segment, box
powder, in value.
Currently 65% 2 of households use gravies
and sauces and these are purchased on
average once every 8 weeks.
Gravox has also had a presence in the
stocks market since 2003. It first launched
Gravox concentrated liquid stocks in 2002
with a range of flavours. These were replaced
in 2005 with a range of Liquid Stocks in
Chicken, Beef and Vegetable variants.
Currently the Liquid Stocks market is valued
at $48M and Gravox has 7% value share.
ACHIEVEMENTS
Gravox is an iconic Australian brand. Australia’s
top ten products in the gravy and sauce category
are represented by Gravox brands. Gravox is
currently the number 1 brand nationally across all
segments and Gravox sales are approximately $52M
per year and growing at 13%. In the total Gravies
and Sauces segment there are several major
competitors but the 2 nd largest brand is still only
11% of the total segment.
Over the last 90 years the Gravox brand has
consistently offered quality products to generations
of Australians and the recent new product launches
have ensured Gravox continues to be relevant to
today’s families.
HISTORY
Gravox was first registered in Australia in 1917. The
famous brand was derived from the combination of
the words Gravy and Oxo to become Gravox.
However, the brand did not become established
until World War II when Bisto was in short supply
due to import restrictions. In 1953 Cerebos Foods
Australia acquired the Gravox brand from Klembro
Pty Ltd. The original Gravox gravy powder was
manufactured from flour to which was added a
selected blend of colour, flavourings and spices.
The powder was prepared by mixing with water,
stock or meat juices, creating tasty gravy.
In 1968, Rank Hovis McDougall, a British
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10/21/2007, 2:39 AM

THE MARKET
Businesses everywhere, in every sector, have to
compete with the ceaseless march of globalisation
and the incessant competitive activity it creates.
Today’s business leaders must look for new ways
to stand out clearly in markets that are constantly
in a state of flux. This new era brings with it a
seemingly endless stream of new technological
resources and business solutions that help
organisations of every kind identify and grasp
opportunities that surround them. The challenge is
to find innovative ways to share knowledge, ideas
and solutions, gain competitive advantage and stay
ahead of the game.
ACHIEVEMENTS
During 2006, IBM once again gained an impressive
list of innovation credentials. It was the ninth
consecutive year that IBM was awarded more than
2,000 U.S. patents. However, it is the results that
IBM achieves for its customers that make it the
world’s third best global brand (source: Interbrand
2006).
Examples of IBM’s innovation-focused
approach include:
Facing increasing pressure to raise productivity
and cut drug development costs, a leading global
pharmaceutical provider was determined to bring
new drugs to market faster. Working with IBM
Global Business Services, the company replaced
its in-house Electronic Data Capture (EDC)
application and re-engineered its processes
worldwide to extract maximum value from the new
system. This reduced the time spent gathering data
from weeks to near real-time and made clinical trial
information processing more efficient, so drugs can
be developed more quickly.
Tennis Australia hosts one of the world’s most
important sporting events, the Australian Open,
the Grand Slam of the Asia Pacific in Melbourne.
For the past 14 years, IBM has worked with Tennis
Australia to help it meet increasing business
demands, to optimise revenue streams through
business consulting and e-commerce plus increase
the efficiency with which the Australian Open is
organised and run. The result is that more courtside
statistics, analysis and insights are available each
year, and tennis fans around the world are brought
even closer to the action.
HISTORY
IBM’s character has been formed over nearly 100
years of doing business in the field of information
handling. Nearly all of the company’s products were
designed and developed to record, process,
communicate, store and retrieve information – from
its first scales, tabulators and clocks to today’s
powerful computers and vast global networks.
IBM helped pioneer information technology over
the years, and it stands today at the forefront of a
worldwide industry that is revolutionising the way
in which enterprises, organisations and people
operate and thrive.
In 1924, the Computing-Tabulating-Recording
Co. (CTR) was renamed International Business
Machines Corporation (IBM) under the leadership
of Thomas J. Watson, Sr. IBM provided companies
in America and Europe with the latest in machinery
ranging from commercial scales and industrial time
recorders to meat and cheese slicers, along with
typewriters and tabulators.
During the Great Depression of the 1930s, IBM
managed to grow while many in the U.S. economy
floundered. While most businesses had shut down,
Watson kept his workers busy producing new
machines even while demand was slack. Thanks to
the resulting large inventory of equipment, IBM
was ready when the Social Security Act of 1935
brought the company a landmark government
contract to maintain employment records for 26
million people.
Watson created a major division in 1932 to lead
the engineering, research and development efforts
for the entire IBM product line. The following year,
IBM completed one of the finest modern research
and development laboratories in the world at
Endicott, New York. 1933 saw the addition of an
entirely new product unit – the Electric Writing
Machine Division – to IBM’s organisation.
The Second World War saw IBM’s first steps
toward computing. The Automatic Sequence
Controlled Calculator, also called the Mark I, was
completed in 1944 after six years of development
with Harvard University.
In the 1950s, IBM developed a range of
mainframes, compatible with multiple printers,
drives and other peripherals, establishing IBM as
an industry leader.
After nearly four decades as IBM’s chief
executive, Thomas J. Watson, Sr., passed the title
of president on to his son, Thomas J. Watson, Jr.
who foresaw the role computers would play in
business. He led IBM’s transformation from a
medium-sized maker of tabulating equipment and
typewriters into a computer industry leader.
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10/21/2007, 2:43 AM

THE MARKET
Never before has technology been such an
important aspect of our modern, on-the-go
lives. For this reason, the Consumer Electronics
industry is fast-paced and highly competitive.
At present, the market is experiencing rapid
growth across most categories, in particular in
Visual Entertainment, which alone is valued at
more than A$3 billion.
Next generation consumer products from LG
will address the social and environmental issues
Australians face including water and energy
efficiency, the trend toward inner city apartment
living, and ever increasing working hours.
Consumers are naturally seeking products that
make the user experience as simple, convenient,
stylish and personalised as possible.
ACHIEVEMENTS
LG Electronics is a global leader in providing
cutting-edge, convergent electronics, information
and communications products designed to meet
the ever changing needs of consumers. LG’s point
of differentiation is its in-depth insight into
consumer trends coupled with the technical
superiority of its products.
The Korean based company operates four
business units globally including Mobile
Communications, Digital Appliance, Digital
Display and Digital Media.
2007 is the year that the LG brand celebrates its
ten years of operation in the Australian market.
From relative obscurity ten years ago, LG has
repositioned itself as a premium brand in Australia,
and in the process achieved number one in seven
product categories, including plasma televisions,
LCD televisions, home theatre and DVD recorders,
microwaves, front load washers and side-by-side
refrigeration.
Over the past decade, LG Electronics has grown
to achieve annual sales turnover in excess of $1
billion dollars. For ten years LG has strived to
develop and bring to market a range of innovative
products with leading edge technology that make
‘Life Good’. This philosophy has seen the
organisation and the brand achieve many
milestones and build a loyal following.
HISTORY
Formed in 1947 by the Koo and Huh families,
Lucky-Goldstar started out selling face creams,
and quickly grew to become dominant in the
national chemical manufacturing business.
In 1958, Lucky-Goldstar entered the
electronics industry with the formation of
Goldstar Co and in 1959, Goldstar became
the first Korean company to build a radio. It
rapidly expanded during the 1960s,
branching out into the manufacture of
appliances. It built the first Korean
refrigerator in 1965, and the first Korean
television in 1966. It subsequently began the
manufacture of elevators and escalators, air
conditioners, electric typewriters, and other
electronic goods.
Goldstar gradually earned a reputation as a
supplier of low-cost, high-quality electronic
components and appliances and in the 1980s
established a solid presence in domestic and
international markets for microwave ovens and
televisions, as well as for refrigerators, washing
machines, and other major appliances.
In 1989, after a series of financial, management
and labour woes, drastic measures to turn the ailing
Lucky-Goldstar around saw control being
handed to Lee Hun-Jo, a 27-year Lucky-
Goldstar veteran.
By 1994 Goldstar had regained its number
one position in the South Korean market for
colour televisions, refrigerators and washing
machines. Likewise, Goldstar was achieving
marked gains overseas by focusing on emerging
markets like Russia and Vietnam while at the
same time increasing North American sales
through overseas manufacturing and
partnerships with U.S. companies.
In 1995, the company abandoned the Lucky-
Goldstar name and adopted a new corporate
name, LG Electronics and the slogan “Life’s
Good” to secure a strong, distinctive corporate
identity. The change in identification assisted the
company in entering the premium, higher scale
market. In 1997 the LG Electronics brand was
launched in Australia.
The new millennium has seen LG drive
innovation, style and digital capabilities in the
industry. LG launched the world’s first internet
refrigerator in 2000, and in 2001 followed with the
world’s first internet enabled washing machine, airconditioner,
and microwave oven. The first
model in LG’s Black Label series of
premium handsets LG Chocolate was
introduced in 2006 and sold 7.5million
units world wide. In 2007, LG launched
the industry-first dual-format highdefinition
disc player and drive.
With consolidated sales of US$37.7
billion and overseas sales of US$ 32.6
billion (86% of total sales), LG is truly a
global leader and technology innovator in
consumer electronics, home appliances and
mobile communications, employing more than
82,000 people working in over 110 operations
including 81 subsidiaries around the world.
THE PRODUCTS
LG’s extensive range consists of products
engineered and designed to make ‘life good’. During
its ten years in the local market LG has almost
doubled its product offering to Australian
consumers. With expertise in mobile and convergent
technologies, LG’s product offering includes LG
Mobile phones with a design focused range – ‘The
Black Label Series’ including world first ‘touch
screen’ technology.
LG also caters for major appliances and
entertainment technology in almost every room of
the home including a wide range of Plasma, LCD
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10/21/2007, 3:50 AM

THE MARKET
Australia’s strong economic growth has seen
demand for supply chain services soaring, with
freight volumes expected to double before 2020 and
treble by the middle of the next decade. In the last
four years alone the market grew by 18 per cent.
This massive expansion in logistics services also
stretches across the booming Asia Pacific region,
Linfox’s focus of operations.
Since 2002, Linfox’s revenue has risen by 200
per cent to an annualised turnover of $2 billion in
2007. The company expects to continue this pace
of expansion through organic growth and further
strategic acquisitions to complement and extend
the scale, scope and geography of the business.
Linfox provides highly sophisticated supply
chain solutions in 11 countries. Its vision is to be
the supply chain solutions provider of choice
throughout the Asia Pacific region.
ACHIEVEMENTS
Linfox’s increased scale of operations demands that
safety be a key priority. The company’s Vision Zero
safety strategy aims to achieve zero fatalities,
injuries, motor vehicle accidents, environmental
exceedances, and zero unsafe behaviour.
This unrelenting focus on safety has reduced
the company’s lost time injury frequency rate by a
massive 39 per cent in just 12 months. Linfox safety
programs have also won numerous awards such
as the recent ‘Operation Countdown’ award for road
safety.
Much of Linfox’s recent growth has occurred in
Asia, with rapid expansion in India and China in
particular. In addition to organic growth, strategic
acquisitions have played a key role in business
development.
Linfox’s Asian footprint was substantially
boosted with the purchase of Mayne Logistics in
2003. The acquisition of FCL in 2006 cemented
Linfox’s position in Australia as a key rail freight
forwarder at a time when rail freight is set to boom,
while the addition of Provincial Freightlines
doubled the size of the company’s New Zealand
business. The acquisition of Westgate Logistics in
2007 bolstered Linfox’s Australian warehouse and
retail operations.
With increasingly complex supply chains, the
development of a sophisticated supply chain
solutions planning capability has won significant
business from major companies across the Asia
Pacific region. Linfox’s Supply Chain Solutions
(SCS) Group provides specialists in IT, supply chain
modelling, warehouse design and financial analysis
to deliver a uniquely skilled support team for Linfox
customers.
Linfox’s recent ‘Award for Excellence in Supply
Chain Management and Distribution’ at the
SMART 2007 Conference recognises the
outstanding contribution of the SCS Group’s
expertise in designing a new state-of-the-art
national distribution centre for Kellogg’s in Sydney.
In a continuing focus on delivering value for its
customers, Linfox is developing ‘campus style’
operations in Australian capitals to provide highly
efficient, modern warehousing and distribution
hubs. These facilities, close to ports, railheads and
commercial areas, will generate tremendous
economies of scale for Linfox and its customers.
Linfox’s Pooraka site in Adelaide, which was
opened by South Australian Premier Rann, is the
first campus style operation.
HISTORY
In 1956, Linfox famously consisted of ‘One Man
One Truck’. With Lindsay Fox still involved in the
business he founded, today Linfox Logistics
generates 13,000 jobs, operates a fleet of 5,000
vehicles, with more than 260 operating sites and
more than 1.8 million square metres of warehousing
space.
That growth has been built on consistently high
standards for employees, facilities and customer
service delivery. This unswerving commitment to
standards is demonstrated in the significant
investment in employee training and leading-edge
technology.
Linfox first established operations in Asia in 1984.
Today it operates in 11 countries including
Malaysia, Thailand, Indonesia, China and Hong
Kong. Operations in Vietnam and India have seen
rapid growth more recently and Linfox now employs
more than 4,000 people throughout Asia. Key to
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10/21/2007, 3:55 AM

THE MARKET
Mambo was launched in 1984 into an industry that
was entirely focused on the production of a surfspecific
product. It was an industry that had grown
rich selling a “dream” and as a result had become
very exclusive. It was also an industry that in
Mambo’s opinion “took itself far too seriously”.
Mambo decided that in
addition to producing
clothing it would share with
the market its passion for art,
humour, music and politics.
In so doing, it became one of the first
brands to move out of the surfspecific
market and into the more
eclectic, surf and streetwear market
where it continues to operate today.
While Mambo is
situated mainly in the youth
clothing and textile area,
their development of several
related product categories
has enabled them to build very active
and successful relationships with the
skiwear, footwear, optical, sunglasses,
watch and surf hardware markets.
ACHIEVEMENTS
Over the past 23 years, Mambo has become one of
Australia’s best known brands. In 2006, Principle
(an Australian research company) named Mambo
as ‘Australia’s sixth most authentic brand’, in a list
that included brands such as Bonds, Speedo, RM
Williams and Billabong.
Because Mambo evolved out of a large and
successful screenprinting business (Phantom
Textile Printers) there was no financial pressure on
the company to conform to the usual demands of
the surf and streetwear industry. As a result,
Mambo could afford to ignore market convention
and offer a product that was in no way typical of
that being produced at the time. This made it easier
for the consumer to decide what they liked instead
of having the retail industry
making that decision for them.
And that decision has often
been made easier by
Mambo’s use of strong
graphics and often selfdeprecating
humour. These two
facets of Mambo’s
personality have also led
to a change in market
expectation, acting as
a catalyst to expand the parameters of what was
once a very one dimensional industry.
HISTORY
Mambo was launched by Dare Jennings in 1984,
“in a nice pair of boardshorts and a fashionably
oversized t-shirt”. Their classic ‘Farting Dog’ t-shirt
was released in 1987 and is
possibly one of the most
recognisable t-shirt
graphics on the planet.
While Mambo produces a
wide range of surf and street related
products they remain first and foremost, a
surfwear label. But Mambo is not
like other surf labels. Their
passion for surfing represents
just one aspect of a much richer
life. Unlike the major brands,
selling surfing as a religion,
Mambo lives in a much
bigger world. That world is
defined by their passion for “surf
& art & music & love & life &
death & football & just about the
whole damned thing”. By their
own admission, Mambo is a
fiercely independent company and has never
pandered to the whims of the surf and streetwear
market.
Art has played a pivotal part in the company’s
development. Over the past 23 years Mambo has
worked with many well-known Australian and
overseas artists including Reg Mombassa (guitarist
and original member of Australian rock band, Mental
As Anything), Richard Allan, Robert Moore, Josh
Petherick, Paul McNeil, Ben Frost, Beci Orpin, Maria
Kozic, and David McKay plus, Mark Falls and
Robert Williams (US), Trevor Jackson (UK) and
Rockin’ Jelly Bean and Tomoo Gokita (Japan).
In 1993 Mambo was invited by the Art Gallery of
NSW to share wall space along side an international
exhibition of Surrealist art. The following year they
released, ‘Art Irritates Life’, the first of three books.
The release coincided with the launch of an
exhibition of original Mambo artwork at the
Northern Territory Museum and Art Gallery in
Darwin. The show, which included paintings,
original t-shirt graphics, posters, surfboards,
ceramics, rugs and pinball machines, drew record
crowds. As a result of that success the exhibition
travelled to several other state and regional
galleries. Mambo has also had exhibitions in
London, Bologna (Italy) and in Sydney, at the
Museum of Contemporary Art (MCA) and Ray
Hughes Gallery.
The first Mambo ‘Loud Shirt’, a not too distant
cousin of the famous ‘Hawaiian’ shirt, was released
in 1994. ‘Blue Hawaii’ by Martin Plaza (another
member of Mental As Anything), became an instant
hit and led to the creation of a style that has since
become a “classic” (and also very collectible) not
only in Australia but also throughout Europe and
the UK.
To cope with a steadily increasing demand for
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10/25/2007, 7:45 PM

THE MARKET
Whether it’s the simple pleasure of savouring the
world’s best-loved chocolate and confectionery,
the warmth that a healthy and contented pet brings
to your family, or the rewards that come from
creating fantastic tastes in your own home, Mars is
the company behind many of the enduring brands
Australians have come to know and trust.
With a turnover exceeding $1
billion, Mars is one of Australia’s
leading consumer brands
companies, supplying local and
export customers with high quality
Food, Petcare, and Snackfood
brands.
These brands include
PEDIGREE® and WHISKAS® (the world’s leading
brands of food for dogs and cats respectively),
“M&M’s”® and SNICKERS® (two of the world’s
top chocolate confectionery brands),
STARBURST® and SKITTLES® (two of the
world’s top sugar confectionery brands) and the
MASTERFOODS®, DOLMIO® and KAN
TONG® food brands.
Although most sales are local, Mars Australia
exports to more than 30 countries around the world.
BRAND VALUES
Anyone joining Mars quickly finds they are part of
one of the world’s most successful privately owned
companies and beginning a career where they really
are free to grow, both personally and professionally.
The organisation encourages innovation and
initiative, recognises endeavour and achievement
and really believes
that great brands
and great people
make a great
business.
Mars holds special values about the company
and the way it should be run. These values – the
Five Principles – set Mars apart from others,
requiring that it thinks and acts differently towards
its associates, brands and its business. These
principles have always been demanding and are an
essential part of the Mars heritage. Mars
believes they are the real reason for its
success; keeping the company true
to itself at times of growth and
guiding it reliably when it is
challenged.
The Five Principles of Mars are:
The Quality Principle
The consumer is our boss, quality is our
work and value for money is our goal.
The Responsibility Principle
As individuals, we demand total
responsibility from ourselves; as
associates, we support the
responsibilities of others.
The Mutuality Principle
A mutual benefit is a shared
benefit; a shared benefit will endure.
The Efficiency Principle
We use resources to the full, waste nothing and do
only what we can do best.
The Freedom Principle
We need freedom to shape our
future; we need profit to remain
free.
ACHIEVEMENTS
Over its history
Mars’ brands have
been the recipients of
numerous awards for
creative and innovative brand
communications.
The company itself has
traditionally maintained a lower
profile, however is distinctive in
its reputation as an employer of
choice, an efficient manufacturer,
and a community leader in
sustainable business practices.
This is reflected in awards
such as the Premier of
Victoria’s Sustainability
Awards in which the
business has
been a
finalist; the
Employer of Choice - Australian Government’s Equal
Opportunity for Women in the Workplace Award;
the Governor of Victoria Exporter of the Year, and
the recent induction of the company into the
Victorian State Manufacturing Hall of Fame
(for sustained manufacturing excellence).
HISTORY
Founded in 1911, the company now
manufactures and markets a variety of
products under many of the worlds most
recognisable trademarks, in more than one
hundred countries around the world. The
company’s global sales are over US$21
billion annually, a significant achievement
from a humble start when Frank C. Mars
started making and selling butter cream candies in
Tacoma, Washington, U.S.A. The company’s first
blockbuster product was
MILKY WAY®, invented
by Frank Mars and his son
Forrest in 1923, and many
more of the world’s leading
confectionery, food and petcare
products followed. Today Mars also has a
growing beverage and health and nutrition
businesses.
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10/26/2007, 10:06 PM

THE MARKET
Mirvac is a leading integrated real
estate group, listed on the Australian
Securities Exchange (ASX) with more
than $26.3 billion of activities under
its control across the real estate
funds management and
development spectrum. Although
founded in 1972 solely as a real estate
development company, Mirvac is
one of the largest real estate groups
in Australia today with significant
interests overseas, successfully
expanding all sectors of the business
across the globe.
With over 5,500 staff throughout
Australia, New Zealand, United States and the
United Kingdom, Mirvac now has a strong platform
to develop a significant and successful business
in the long term.
ACHIEVEMENTS
Sustainability has become an essential element of
developing and managing residential and nonresidential
properties and Mirvac continues to
deliver outstanding examples of sustainability in
action. Mirvac secured the joint venture rights to
develop Newington—Sydney’s Olympic Village.
Using environmentally sustainable development
principles, Newington was the first solar suburb in
Australia. The housing of 15,000 athletes and
officials for the Sydney Olympic Games was simply
a temporary adaptation. Following on from the
Games, another 900 apartments and homes—
resulting in a total of over 2,000 dwellings—were
built to provide for a population of more than 4,000.
Opened in March 2007, Orion Springfield in
south-east Queensland is one of Australia’s most
environmentally friendly shopping centres,
delivering significant environmental benefits across
areas such as energy, water, indoor environmental
quality, transport, management, ecology, materials
and emissions.
Mirvac’s leadership in sustainable development
practices has been recognised in the numerous
awards received to date. Mirvac is also recognised
as having a strong commitment to the next
generation of students who need to develop an
understanding of the growing importance of
sustainability and bring that knowledge into the
business world.
In 2006 Mirvac partnered with Bond University
to create Australia’s first tertiary programme in
sustainable development. Sponsorship of the
AIESEC Green Entrepreneurship Challenge for
university students may just uncover the ‘next big
thing’ to make us more sustainable.
Mirvac also offered a full scholarship
to an undergraduate student enrolled
in the University of NSW Bachelor
of Renewable Energy Engineering
degree programme.
HISTORY
The business association that was
to become Mirvac commenced
developing property on a joint
venture basis during the late 1960s
and early 1970s. The joint venturers
were two men from Sydney, Robert
Hamilton and Henry Pollack.
In 1972 Mirvac was launched with
the first real estate development being Montrose, a
block of 12 apartments at Rose Bay in Sydney’s
eastern suburbs. Toward the end of the 1970s, the
company began building houses on subdivided
land in the expanding north-western suburbs of
Sydney.
The early 1980s also saw the development of
The York, Sydney’s first luxury apartment high rise.
Mirvac was able to use the expertise it had
acquired to lead Sydney in this new and exciting
area. The public response to the project stunned
the property market. People queued around the
block for a chance to buy one of the 150 apartments
on offer, and in some cases tried to bribe
salespeople to get to the head of the line. The York
sold out in four hours.
In 1977 Mirvac branched out into hotel
management and ownership, purchasing the Hyde
Park Plaza Hotel in Sydney. In the early 1980s, a
major revival in the Sydney property market gave
Mirvac the chance to expand its operations
considerably. At the time Mirvac was developing
office buildings in the Sydney CBD to sell mainly
to Australian institutional investors. One of the first
major commercial developments completed by
Mirvac was The Landmark tower in Martin Place,
Sydney. It was an outstanding success, being fully
leased upon completion. Although such
developments were providing excellent returns,
Mirvac began to explore how it could retain an
interest in the buildings by way of ongoing
management. To do this, Mirvac established a series
of unlisted property trusts open to outside
investors. It was a major step towards Mirvac
becoming the fully diversified real estate group it is
today. In October 1987 Mirvac was listed on the
Australian Securities Exchange.
Mirvac began its first major project in
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10/21/2007, 4:21 AM

THE MARKET
The Australian Department Store market is an everevolving
and highly competitive industry that
requires a strong product offer across a broad range
of categories and the ability to adapt to the continual
changing needs of the Australian customer.
Myer is a market leader in Australian retailing
and is continually transforming to better serve its
customers and their needs. Myer trades in a very
aggressive market and is in direct competition with
high-end retailers as well as discount retailers.
Myer’s ability to appeal to a broad market, from
high-end fashion and glamour cosmetics to daily
home and electrical needs, has been the driving
point for Myer’s success in the department store
industry. Myer commits itself to making shopping
easy and convenient but also a fun and exciting
experience.
Myer has a larger number of stores nationally
than any other department store chain in Australia,
and its goal for the near future is to increase the
number to 80. This would make Myer’s
representation in the market twice as big as its
nearest competitor’s.
ACHIEVEMENTS
The development and recognition of team
members has been a primary focus at Myer over
the past 14 months. Creating an environment that
provides team members with the opportunity to
grow and developing a culture focused on
rewarding performance is an important part of
Myer’s strategy for growth.
The reintroduction of the Myer Graduate
Program and the 25-year club were quickly
implemented by the new management team.
The Myer 25-year club recognises the retailer’s
long serving and loyal team members who have
made an invaluable contribution to Myer. In 2007,
Myer welcomed 120 new members, taking the total
number to 2200.
The Myer Graduate Program was officially
reinstated in December 2006 with 14 Myer team
members. The Graduate Program allows
participants to work across four different areas of
the business over a year. On completion,
participants are placed in a role with Myer.
The Management Development Program is open
to team members with strong leadership skills who
see themselves as future Myer Customer Service
and Selling Managers and eventually Operations,
Merchandise or Store Managers.
Over the past few years Myer team members
have been finalists in the National Retail
Association’s Young Retailer of the Year Awards,
which recognise excellence in retailing, highlighting
the focus on developing team members to achieve
their potential.
Local Area Marketing has been strongly
embraced by Myer stores across the country.
Stores raise the Myer profile in their communities
by organising their own activities while building
relationships with key local suppliers and
customers.
HISTORY
With a history that spans over 100 years, Myer is a
name synonymous with Australian retailing. The
Myer story dates back to 1899 when Sidney Myer,
a penniless Russian immigrant, opened the first
Myer Drapery store in Bendigo, Victoria, with the
support of his brother Elcon. Its success led to the
opening of a second store in Bendigo in 1908.
In 1911 Sidney Myer bought a drapery store in
Bourke Street, Melbourne. This was an era of
dramatic change in retailing and the Myer store
embraced this changing climate, incorporating
strategies such as mass buying, aggressive selling
and powerful advertising. Previously unheard of
full-page advertisements of bargain sales,
impressive window displays and huge crowds
became commonplace at Myer.
Sidney Myer continued to purchase properties
on either side of his Bourke Street establishment.
By 1914 the Bourke Street building was eight stories
high, becoming the largest retail outlet in the
country.
Sidney now began the national expansion of
the business, setting up stores first in Adelaide
and then later across Australia.
In 1983 Myer acquired Grace Bros Holdings Ltd.
The merging of these two retailing giants in 1989
saw the birth of Australia’s biggest department
store group. In 2004 the Grace Bros stores were rebranded
to Myer.
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11/1/2007, 11:40 AM

THE MARKET
The Australian banking market is
highly competitve. In 2006, the
Australian regional business of
National Australia Bank Limited
reignited its brand and recommitted to
helping customers fulfil their
aspirations.
National Australia Bank Limited is
a international financial services
organisation that is building a portfolio
of brands and businesses positioned
for success. These include NAB with
MLC in Australia; Bank of New
Zealand; Clydesdale and Yorkshire
banks in the UK; and nabCapital, its
global institutional markets and
services business.
ACHIEVEMENTS
In 2006, National Australia Bank Limited had a record
year, not only in returns but also with great service,
great products and great advice.
Full year results for 2006 were a standout. Net
profit increased by 10% to $4.39 billion and cash
earnings across the Group (before significant items)
were $3.97 billion, an increase of 21.9%. Every part
of the business contributed to this growth.
NAB’s purpose is to deliver satisfactory returns
to shareholders, and it is delivering on that purpose.
NAB’s success is due to two key elements: the
continuing efforts and customer focus of the bank’s
people right around the Group, and the two and a
half years of detailed planning, hard work and careful
implementation of the regional model.
NAB reignited the brand and recommitted to
helping customers fulfil their aspirations. Backing
its people and customers is the hallmark of the NAB
brand and since staff united around this belief,
performance has lifted in many ways. NAB enjoyed
the largest percentage improvement among the
major banks for customer satisfaction in the year to
September 2006.
NAB also received many prestigious industry
awards. These included Bank of the Year by Money
Magazine/Cannex in the 2006 Consumer Finance
Awards; Business Bank of the Year in CFO
Magazine’s 2006 Awards; Best Life Insurance
Company 2006 by Australian Banking and Finance
magazine; Best Life Insurance Company of the Year
2006 in the Australia and New Zealand Insurance
Industry Awards; and Best New
Product of the Year
2006 in Rainmaker
Marketing Symposium
(MLC Longer Term
Absolute Return
Portfolio). NAB also
received Asian Banker
Magazine’s Retail Risk
Management Award;
Company of the Year for
National Leads CRM tool
in the International Direct Marketing Awards; and
very importantly the award for ‘Brand
Revitalisation 2006’ by the Australian Marketing
Institute.
HISTORY
National Australia Bank today is the product of the
1981 merger of two of Australia’s oldest banks, the
National Bank of Australasia (established in 1858)
and the Commercial Banking Company of Sydney
(established in 1834).
The original National Bank of Australasia was
born during the great Victorian gold
rushes of the 1850s while the CBC of
Sydney grew to service the expanding
pastoral and farming industries of the
then Colony of New South Wales.
Helped by a series of acquisitions, the
operations of both banks eventually
spanned the continent. Well into the
20th century the growth of the two
banks paralleled and contributed to the
development of a young nation. The
1981 merger brought these two great
organisations together and combined
the heritage of the two brands to form
National Australia Bank Limited. This
proud heritage is clearly evident in a
network of numerous historic branch
buildings, many of which date back to
the 19th century and are classified by
the National Trust. Such heritage is a
cornerstone of the National Australia Bank brand.
With the emergence of deregulation and
increased competition in the 1980s the newlyformed
National Australia Bank was well placed to
succeed in the domestic marketplace as well as
expand operations offshore. In1987 the National
acquired Clydesdale Bank followed by Yorkshire
Bank in 1990, Bank of New Zealand in 1992 and
Michigan National Bank in 1995.
THE PRODUCT
NAB is an international
financial services
organisation which
provides a comprehensive
and integrated range of
financial products and
services.
National Australia
Bank Limited is organised
around three regional
businesses: Australia, UK/Europe and New
Zealand. These regions include the retail bank
brands, wealth management services and the
transactional and custodial operations of the former
Institutional Markets & Services division. In
addition there is global business nabCapital, which
focuses on debt, risk management and investment
products for corporate and institutional customers.
Retail bank brands are the National Australia
Bank (Australia), Bank of New Zealand (New
Zealand), and Yorkshire Bank and Clydesdale Bank
(United Kingdom).
Business and Private Banking is performing
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10/21/2007, 1:53 PM

THE MARKET
Origin is one of Australia’s largest energy
providers, offering gas, electricity and related
services to over 3.6 million residential and business
customers in Australia, New Zealand and the
Pacific. Today Origin is proud to be Australia’s
number one green energy provider – at the forefront
of sustainability.
Origin has taken advantage of growth
opportunities provided by the continuing
deregulation of Australia’s retail energy industry
which began in 1996, meaning customers in Victoria,
South Australia, Queensland and New South Wales
are able to choose their electricity and gas retailer.
Deregulation has resulted in a significant increase
in competition and a new era for the energy industry.
Origin is an integrated energy company which
means that in addition to retailing energy, Origin
also is an oil and gas producer and electricity
generator.
Origin has more than 3,400 employees on 250-
plus sites across Australia, New Zealand and the
Pacific. The company has more than 105,000
shareholders.*
ACHIEVEMENTS
Origin is Australia’s leading provider of green
energy, supplying more customers than any other
retailer in Australia. It is also Australia’s largest
supplier of grid-connected solar systems.
Over the years, Origin’s initiatives have gathered
many accolades. Origin received Employer of
Choice accreditation by the Equal Opportunity for
Women in the Workplace Agency. Origin was also
recognised for sustainability leadership at the
Ethical Investor Australian Sustainability Awards,
for taking a leadership role in the climate change
debate. The Prime Minister selected the Origin-led
consortium to deliver Australia’s first Solar City
project in Adelaide.
By the end of 2007, Origin will celebrate over
quarter of a million customers buying green energy
from them, securing its position as Australia’s
number one green energy provider. Origin has a
maximum five star rating in Ethical Investor
magazine’s corporate monitor in all three areas of
assessment - environmental performance, social
responsibility and corporate governance.
Origin has been recognised for leading the way
in sustainability practices at the Victorian Premier’s
Sustainability Awards. Origin was recognised for
its efforts to raise the issue of sustainability, and
received the prestigious Victorian-based Fire
Awareness Community Service Award (FACSA) in
the Business award category for Origin’s Home
Safety Program.
Origin also demonstrates leadership in the
community through the Channel 7 Sunrise “Cool
the Globe” challenge, which helped to reduce over
100,000 tonnes of greenhouse gas emissions; by
becoming official provider of green energy to the
2006 Commonwealth Games; and by helping Live
Earth Sydney, July 2007 be a carbon neutral event.
HISTORY
Origin Energy was listed on the Australia Stock
Exchange in February 2000. However, Origin’s roots
date back to 1859 when the Launceston Gas
Company was formed.
In 2001 and 2002, Origin further increased its
customer base and electricity retailing capability
with the acquisition of the Powercor and CitiPower
electricity retail businesses in Victoria. Origin’s
Otway Basin investments came to fruition with the
discovery of two new large gas fields – Thylacine
and Geographe – which will supply the growing
gas needs of south eastern Australia.
In 2004 the construction and commissioning of
the SEA Gas Pipeline was completed, linking the
Victorian and South Australian gas markets. In this
same year, Origin also acquired a 50% interest in
the Kupe Gas Field and reached an agreement to
acquire Edison Mission Energy’s 51.4% interest in
Contact Energy in New Zealand.
In 2005, production commenced at Origin’s
Spring Gully gas processing facilities in Queensland
and at the new SLIVER solar cells demonstration
plant in South Australia.
The BassGas Project, capable of meeting almost
10% of Victoria’s gas needs, was commissioned in
2006.
In 2007 Origin acquired Sun Retail in Queensland
and 840,000 customers to firmly establish its
electricity base in South East Queensland, which
will significantly boost its already established
natural gas and LP Gas customer base in this market.
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10/21/2007, 4:33 AM

THE MARKET
They’re little and they stick — but not
too hard. That’s why everyone loves
Post-it® Notes! Yet the unique
adhesive that makes these little notes
so indispensable waited more than
a decade for its chance to change
the world.
3M created an entirely new
market when it launched
Post-it® Notes. It is hard to
know how offices survived
before ‘Repositionable
Notes’ were invented. In
any office today,
computer terminals,
doors, desks and folders
will be dotted with the familiar brightly-coloured
notes. They have become an essential element of
our working - and home - lives. The Post-it® Note
is a product we didn’t realise we needed until it was
invented.
Doing away with the need to scribble on pieces
of paper and attach notes with paper clips, Postit®
Notes target any business which needs to
remember, communicate and organise information;
in other words, every business. According to 3M’s
research, secretarial is the largest slice of the Postit®
Note market, with big users including education,
management training and the small office/home
office (SOHO) sector.
Despite what everyone says
about e-mail doing away with the
hand-written word, 75 per cent of
adults are described as ‘note
writers’. Of these, 56 per cent are
heavy users of repositionable
notes, 30 per cent are light users
and 14 per cent don’t use them at
all. Curiously, 71 per cent of heavy
repositionable note users are
women. Women also go for the
brightly coloured notes more than
men, which partly explains why
Post-it® Notes are now available
in many more colours than the
original Canary® Yellow.
ACHIEVEMENTS
The Post-it® Note was a genuinely
important invention. Fortune
Magazine recognised this when, in
November 1999, it ranked the Postit®
Note in its Products of the
Century League. Alongside the
paper clip, the Xerox photocopier
and fax machine, the Intel
microprocessor and the Apple
Macintosh, 3M’s adhesive note was judged
to be a product that has helped to revolutionise the
workplace.
As with other brand names in the Fortune league
- like Xerox and Hoover - the Post-it® is one of
those rare trademarks which has gained fame the
world over and is immediately identified with 3M’s
innovative repositionable yellow notes. That in itself
is an enviable achievement and a formidable
marketing position for any brand.
Not surprisingly, brand awareness is very
high, with 62 per cent spontaneous
and 95 per cent prompted awareness.
The Post-it® Note, and its
inventor, Art Fry, have been suitably
honoured over the years. Fry
received the Outstanding Alumni
Award from the University of
Minnesota, the Premio Smau
Industrial Design Award from
the Italian Design Association
and was voted one of the best
100 people in the world by
Esquire Magazine. The product
has even been celebrated in a
book, called ‘Rapid Problem
Solving with Post-it® Notes’.
HISTORY
In the 1970s, 3M scientist Art Fry used
to sing in a church choir on Sundays. His idea for
the Post-it® Note came when he was looking for a
way of organising musical scores and song sheets
for the service. Making do with marks made from
small slips of paper, he began to think of how he
ideally needed a bookmark that would attach and
detach lightly, stick without falling off and not
damage the paper.
Dr. Spencer Silver, a 3M scientist, had discovered
the formula for the sticky stuff back in 1968. But it
was Art Fry who finally came up
with a practical use for it. So, taking
advantage of a 3M policy known
as the “bootlegging” policy, Fry
used a portion of his working hours
to develop a solution to his
problem. Now the world is singing
the praises of his pet project: Postit®
Notes.
After years of product
development, 3M introduced the
concept of Post-it® Notes in four
major markets in 1977. But without
samples to try, consumers didn’t
catch on. A year later, 3M
blanketed the Boise, Idaho, market
with samples of Post-it® Notes.
After trying the notes, more than
90 percent of users said they’d buy
the product themselves. By 1980,
Post-it® Notes were being sold
nationally in the USA. Today,
they’re used and enjoyed
throughout the world.
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080-081_post-it.p65
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10/23/2007, 8:58 AM

THE MARKET
Qantas is the world’s second oldest airline and
Australia’s leading airline, operating more than
5,000 domestic flights a week under the Qantas,
QantasLink and Jetstar brands. The airline serves
57 destinations in Australia, across all states and
mainland territories. The Qantas Group operates
nearly 750 international flights every week, offering
services to 82 overseas destinations in 36 countries
(including codeshare services). The airline serves
major cities in the Asia/Pacific region, the UK,
Europe, North America, South America and
southern Africa.
The Qantas Group carried nearly 34 million
passengers in the year ended 30 June, 2006.
ACHIEVEMENTS
Qantas has a widely acknowledged history of
innovation. As early as 1958, it pioneered a roundthe-world
service, with two Super Constellations
circumnavigating the globe in opposite directions.
In 1979 it was the first airline to introduce Business
Class.
Qantas has twice won the prestigious
Cumberbatch trophy - awarded by the British Guild
of Air Pilots and Air Navigators for safety and
reliability.
Qantas is committed to the highest standards of
corporate social responsibility and is a proud
financial and hands-on supporter of a wide range
of community, arts and sporting organisations. In
April 2003, Qantas was awarded the inaugural
Queensland Community Foundation Award in
recognition of the company’s ongoing support of
communities in need, with particular mention of
Qantas’ efforts following the tragic bombings in
Bali in October 2002.
In 2003 Qantas and long-term partner UNICEF
were awarded the Australian Financial Review
Magazine’s award for outstanding long term
partnership.
HISTORY
Qantas was established by pioneer aviators Paul
McGinness and Wilmot Hudson Fysh on their
return from service with the Australian Flying Corps
in World War I, and grazier, Fergus McMaster. It
was registered in Brisbane on 16 November 1920.
The company takes its name from the initial letters
in the words in the original registered title -
Queensland and Northern Territory Aerial Services
Limited. The company began its operations with
joy rides and air taxi flights. Regular scheduled
airmail and passenger services began on 2
November 1922, from Charleville to Cloncurry in
rural Queensland. The journey of 923 kilometres
took two days with an overnight stop at Longreach.
In 1919 McGinness and Hudson Fysh were
commissioned to find suitable landing grounds for
a Great Britain-Australia air race. After completing
the survey in a Model T Ford, they were convinced
that air travel was the ideal alternative for crossing
sparsely populated country where roads were
almost non-existent. McGinness soon pursued
other interests, Fysh - later Sir Hudson - remained
with the company for 46 years. He was knighted in
1953 and retired as Chairman in 1966.
Qantas has played a key role in the development
of Australian and international aviation. In 1928 it
operated the first flying doctor service for the
Reverend John Flynn’s Australian Inland Mission.
In 1931 Qantas made its first link with Imperial
Airways (a predecessor of British Airways) when it
carried mail to Darwin as part of an experimental
Australia-UK service.
The year 1934 saw the formation of Qantas
Empire Airways Limited, with Imperial Airways
holding 50 per cent. The two airlines began regular
Australia-UK services in December 1934, initially
carrying only mail.
A Qantas aircraft flew overseas for the first time
in February 1935 when a DH86 operated the
Brisbane to Singapore section of the service, and
the first Qantas overseas passenger left Brisbane
for Singapore in April 1935. Four-engined Shorts
‘Empire’ flying boats brought new levels of luxury
and comfort to the Australia-UK service from July
1938.
THE PRODUCT
All Qantas aircraft are maintained to the highest
standards and are flown by some of the world’s
most experienced pilots. Qantas also undertakes
engineering, pilot and cabin crew training for
customer airlines.
Qantas’ total fleet currently comprises of nearly
216 aircraft, comprising Boeing 747s, 767s, 737s and
717s. The group also operates Airbus A330s and
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10/21/2007, 7:01 AM

THE MARKET
Property is a significant asset class
which continues to play a vital role
in the economic health and wealth
of Australia. In fact around 70 per
cent of Australians own a home,
one of the highest home
ownership rates in the world.
Since 1992, Australia has
enjoyed unprecedented economic
expansion – the longest
uninterrupted growth spurt in our
nation’s history. Add low levels of
unemployment and inflation along
with productivity, business
investment and stock exchange
highs, and it’s easy to see why
residential, commercial and rural
property markets have continued
to shine.
Australia’s tax laws also favour property
investment. Australia is one of only a handful of
countries which have sensibly introduced
unrestricted ‘negative gearing’. Negative gearing
was introduced in the 1980s as an initiative to
encourage income earners to become landlords and
as such support the supply of rental properties.
With 1.4 million landlords, it’s fair to say the
initiative has worked well. Indeed the appeal of
negative gearing into property was further
enhanced by the Federal Government’s decision
to halve the rate at which capital gains are taxed,
back in the late 1990s.
ACHIEVEMENTS
Raine & Horne celebrates its 125th year of offering
a complete professional Real Estate service to all
Australians in 2008. The company has enjoyed an
excellent reputation and goodwill is said to be
amongst the highest in the industry with national
sales figures amongst the best in Australia.
Since 1883, Raine & Horne has been inextricably
linked to the Australian property market and today
boasts more than 5,000 people and over 400 offices
Australia-wide, operating under the Raine & Horne
banner. Combine this with over 40 offices in Asia/
Pacific and Europe, and Raine & Horne is one of
the world’s most substantial real estate networks.
These worldwide offices provide an invaluable
source of local demographic and market information
for all Raine & Horne clients. The global network
also provides every Raine & Horne client with a
platform to market their property internationally in
a cost effective, direct, and well-informed way. As
with any other commercial endeavour, knowledge
is power and in the international arena, power is
everything.
Raine & Horne is a success
not only because it employs the
best people, but also because it
aligns itself with the best
organisations internationally.
This enables Raine & Horne
offices in Australia to promote
properties to the international
market place without the cost,
saving clients thousands.
HISTORY
The Raine & Horne story is closely tied to the
growth and progress of the real estate industry.
In 1883, real estate pioneers Tom Raine and
Joseph Horne opened the doors of Australia’s
iconic property firm Raine & Horne for the first
time.
Operating from Wentworth Court, Elizabeth
Street in Sydney, Raine & Horne adhered to a set of
business practices that have been
maintained to the present day. The
property pioneers committed to
personalised service and to
meeting a client’s property needs
across sales, leasing, management
and consulting services, for all
types of property.
In the 1880s, the responsibilities
of a land agent were all
encompassing and included
residential sales, valuations
consultancy and rent collection.
This broad background provided
the foundation for Raine &
Horne’s outstanding reputation
and has helped hundreds of
thousands of homebuyers buy
into the “Great Australian Dream”.
By the 1970s and driven by the
enthusiasm of current Chairman Max Raine, the
Raine & Horne network stretched across Sydney.
Not satisfied with the extent of expansion, the Raine
& Horne Board decided that Raine & Horne would
become only the second property group to pursue
a franchising business model. This proved a major
watershed for Raine & Horne, which opened its
first franchised office, Raine & Horne Liverpool
NSW, in 1976. As a result, Raine & Horne now has
offices in the Australian Capital Territory,
Queensland, South Australia, Northern Territory,
Tasmania, Victoria, and Western Australia as well
as more than 40 offices globally.
Raine & Horne is today one of
the oldest privately owned firms in
the southern hemisphere and
through its 125 years has survived
world wars, booms, busts and
depressions. It is now into its fourth
generation of family ownership with
Angus Raine taking over as the
company’s CEO in December 2006.
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10/21/2007, 5:47 AM

THE MARKET
Office paper performs an essential role in our
day to day lives. In a world where our lifestyle
depends on so many things made from nonrenewable
resources it remains a unique, fully
recyclable product made from natural materials.
Technology has dramatically increased the
amount of data available to businesses and
paper remains an important tool in managing
this flow of information. The unique physical
presence of paper continues to make it an ideal
technology for developing and sharing
information and ideas in homes and offices
throughout Australia.
The office papers market in Australia
continues to grow. In recent years there has
been a higher level of consumer focus on
environmental issues in the office paper
category. In response to this trend, Reflex
Recycled continues to grow at well above market
rates based on its premium quality positioning.
Being Australian made using locally sourced waste
paper, Reflex Recycled contributes to reducing
Australian landfill.
ACHIEVEMENTS
Reflex is the most recognised office paper brand in
the Australian market with close to 100 per cent
total recall amongst paper buyers. Following its
release in 1984, Reflex was the first office paper in
the world to be advertised on television and is now
the most widely distributed and leading brand of
office paper in the Australian market.
Reflex is ranged across a broad spread of
channels from supermarket retailers to large contract
stationers. The
Reflex brand was originally launched with the key
product offering, Reflex A4. Over the past 23 years,
the offer has expanded to include a range of sizes
as well as Reflex Unwrapped, Reflex Colours, Reflex
Recycled, Reflex Laser and Reflex Platinum.
In 2006, Reflex demonstrated environmental
leadership by becoming the first Australian made
office paper to achieve Forest Stewardship Council
(FSC) Chain of Custody Certification (SW-COC-
1966) for A4 Reflex products manufactured at the
Maryvale Mill in Victoria.
The FSC is an international not-for-profit
organisation which promotes responsible
stewardship of the world’s forests. Currently, WWF
(formerly known as the World Wildlife Fund)
considers FSC certification the most credible forest
certification system that
ensures environmentally
responsible, socially
beneficial and economically
viable management of
forests.
HISTORY
By the early 1980s, dry
toner photocopying
machines had become the
dominant office printing
technology and demand for
office paper was booming.
At the time, price was a
major driver of purchase,
yet research showed that
paper buyers regarded
quality as more important
than price. Following further market research,
local manufacturer APPM rebranded its
premium office paper, “Reflex”.
To support the launch of this new
copy paper brand, a powerful integrated
marketing campaign was developed.
Success in the form of sales growth
was immediate and Reflex went on to
become a household name.
APPM became Australian Paper
after the company was purchased by
Amcor in 1993 and key Reflex products
were transferred to Australia’s largest
paper making complex at Maryvale in
Victoria’s Latrobe Valley. Reflex was
given a further quality boost in
February, 1999 with the investment of
$300 million in a new, world class paper
machine at the Maryvale Mill. In April 2000,
Amcor demerged its fine papers division to form
PaperlinX which was then listed on the
Australian Stock Exchange. PaperlinX Office
(www.paperlinxoffice.com.au) was formed in 2006
as a new integrated office products business.
One of its key responsibilities is the ongoing
development of the Reflex brand.
THE PRODUCT
Over the past two decades, Australians have
continued to rely on Reflex for its superior quality,
reliability and performance.
Reflex maintains its premium quality,
consistency and reliability by using advanced
technology during the manufacturing process.
The paper surface has been specially developed
to ensure guaranteed performance. Paper quality
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10/21/2007, 7:04 AM

THE MARKET
The razor blade market in Australia is currently
valued at approximately $198 million split between
replaceable razor blades ($106m), disposable razors
($65m) and razors ($25m).
The past few decades have seen some fairly
dramatic technological changes in the wet shaving
market. In the early 1960s the market was dominated
by carbon steel double blades, slowly replaced by
stainless steel towards the end of the decade. The
1970s saw the first systems products evolve and
the introduction of the disposable razor. The first
half of the 1980s was the era of the disposable as
they became widely available in all forms - single
blade, twin blade, fixed and swivel heads. Since
then, the systems razors have benefited immensely
from technological advances. Razor handles
designed specifically for women have been
introduced, as well as lubricating strips, guard bars
and an increasing number of blades all attempting
to deliver a closer, more comfortable shave.
ACHIEVEMENTS
One of the most noteworthy accomplishments of
the Schick Shaving Products Group was the
development of a one-push cleaning feature to aid
in removing debris from between blades. Clean
blades last longer and provide a closer shave.
Many razor systems
produced by the Schick
Shaving Products Group
have a comfort or lubricating
strip located on the cap
above the blades. Warner
Lambert originally patented
this improvement to the daily
shave. These strips, some of
which contain aloe, are made
from water-soluble polymer.
When activated by water
they provide lubrication that
makes the shave more
comfortable. Another
approach to the same end is
used on many products, in
which an aquaglide strip is
positioned on the cartridge
cap. When wet, the strip
becomes extremely slippery
and reduces the friction
between skin and blade.
These innovative materials
are safe to the consumer and
effective in improving
shaving comfort.
In an effort to develop an extremely safe shaving
system the twin blades in some products are
wrapped with very thin wire. Patented Microfine
Wire Wraps protect the skin from nicks, cuts and
irritation while providing the closeness the shaver
needs.
Another major development in shaving is the
flexible cartridge. A sophisticated design and special
materials allow the blades to flex to the contours of
the area being shaved. The innovative flexing action
of the twin blade cartridges shaves like no other
system and conforms to the unique shape of every
face.
Schick’s entry into the women’s blade market
was in 1995 with the Schick Silk Effects for Women
Razor. This razor has patented micro-fine wires
wrapped around twin blades which make getting a
closer shave gentler on your skin. The razor was
the first designed specifically to meet women’s
needs - not just an adaptation of a man’s razor.
Since then Schick has continued to launch
innovative new shaving solutions into the women’s
wet shave market and their differentiated portfolio
of products has seen them recently become the
market leaders within women’s razors in the
Australian market (Aztec scan data MAT 19/8/07).
Schick has been first to market with a number of
products: the first triple
bladed disposable, the
Xtreme3; the first all-in-one
women’s shaving system,
Intuition; as well as the first
four-bladed razor, Quattro.
The Xtreme3 disposable is
currently the number one
selling disposable brand.
HISTORY
Schick traces its origins to the
inventive US Army Lieutenant
Colonel Jacob Schick. He
retired from the military in 1910
but then returned to service
at the start of World War I. In
1921, inspired by the army
repeating rifle, Colonel Schick
invented a new type of safety
razor - the Magazine
Repeating Razor. It had
replacement blades stored in
the handle ready to be fed into
shaving position without the
chore and danger of handling
a sharp blade. Production of this innovative razor
started in Jersey City in 1926. These razors were
the forerunners to the famous Injector Razor. In
1927, Schick sold all his interest in the Magazine
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10/21/2007, 5:59 AM

THE SCHWEPPES DEVICE AND THE BUBBLE DEVICE ARE TRADE MARKS OF THE CADBURY SCHWEPPES GROUP USED UNDER LICENCE IN AUSTRALIA BY CADBURY SCHWEPPES PTY LTD.
THE MARKET
Every Australian drinks an average of 119 litres of
soft drinks a year, which makes the carbonated
beverage market in Australia one of the largest in
the world.
The total Non Alcoholic Ready to Drink
beverage market is growing at nearly 6% in 2007,
with soft drinks, mixers and mineral waters all in
growth, due primarily to product innovation
delivering healthier options, consumer promotions
and increased advertising support.
ACHIEVEMENTS
The Schweppes brand is the number one mixer
brand nationally, in terms of both volume and value.
Schweppes Mixers have more than 5 times the
market share of any other brand in Australia, due
largely to a relentless focus on product quality,
innovation and the fact that Schweppes delivers
more than 95% of the advertising support for the
entire category.
Schweppes is also the leading mineral water
brand in terms of value, across the entire market.
Schweppes Lemonade was re-launched in early
2007 and the results have been exceptional. Building
on its position as an Australian icon brand,
Schweppes Lemonade has shown growth of over
35% in the 2 months since it’s relaunch in April.
Featuring the launch of Schweppes Lemonade
‘Sugarfree’, this activity has exceeded all
expectations.
It was also the only Lemonade brand in growth
throughout 2006, adding over $2.8m to the category.
The Schweppes Traditionals range of flavours
and Schweppes cordials are also strongly
performing product offers, with Schweppes cordials
the clear market leader in the hotel/bar channel.
Also, the combined Schweppes beverage
business (inclusive of brands like Solo, Sunkist &
Cottee’s) is now the largest non-cola beverage
business in Australia within the national measured
market. The strength of these brands has also
resulted in market leadership of non-cola
carbonates within the O&C channel.
HISTORY
In 1783 Jacob Schweppes, a German born jeweller
and an amateur scientist invented a method of
producing carbonated water on a commercial scale.
This invention set the foundations of a
multibilliondollar soft drinks
industry.
Schweppes became a
public company
and quickly
established
a reputation
for innovation
and forward
thinking. Several
products launched
in the World War I
era are still around
today – Schweppes
Tonic Water, Schweppes
Ginger Ale, Schweppes Ginger
Beer and Schweppes Bitter Lemon.
MIX WITH THE BEST
The company merged with Cadbury plc in
1969, leading to the formation of Cadbury
Schweppes, a major force in international
markets. Today the Schweppes brand
is recognised worldwide for its
quality and is available in more
than 75 countries.
In Australia, Schweppes
enjoys the unique position of
being the most trusted soft
drink brand in the country. A
household favourite for
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THE MARKET
Since the 1930s, adhesive tapes have become a
basic necessity for every office, shop, factory and
home. The range of adhesive tape applications is
now so diverse that the industry has become highly
specialised, with ever increasing levels of
technology and expertise required.
The worldwide popularity of 3M’s transparent
tape has made the term “Scotch tape” universally
known. In fact, however, Scotch is a brand name,
exclusive to the 3M family of pressure-sensitive
adhesive tapes.
In 2006, 3M estimated that the global market for
Consumer and Office Business was more than US$3
billion.
ACHIEVEMENTS
More than 400 varieties of adhesive tape have
reached the market under the Scotch and 3M brand
names. Scotch brand tapes are everywhere on the
globe, and most people consider tape an
indispensable part of their lives.
Scotch rates third in brand familiarity surveys in
the United States, with a recognition rate of 89 per
cent. It rates even better when respondents are
asked to state their attitude to the brand; Scotch is
second in people’s affections, also with 89 per cent.
Scotch products have been on the market for
over 75 years, the plaid design threading these years
of innovation together. In today’s society, the
frantic lifestyles that many people lead are leaving
consumers time poor and seeking products to
assist in daily tasks.
The recent invention of the Scotch Pop Up
Giftwrap Tape Dispenser by 3M is an example of
such a product. These innovative yet very simple
dispensers are designed to dispense pre-cut strips
of Scotch tape one at a time. No more messing
around with scissors or fiddling with tape that has
doubled over on itself, or not having enough hands
to hold the present as well as cut the tape! The
handy pop-up dispenser can be worn on your hand
or wrist completely freeing up your hands for
giftwrapping.
HISTORY
In the 75 years since its invention, Scotch®
Transparent Tape has become one of those rare
products found in virtually every American or
Australian office and home. It is available all around
the world. It was the first transparent tape invented
and remains today the market leader.
But when its inventor, a brash, banjo-playing
3M engineer, cooked up the formula for the
forerunner of transparent tape, he had in mind
neither universal popularity nor the countless uses
it has today.
In fact, tape may not have been invented at all if
young Richard G. Drew hadn’t happened to walk in
on a St. Paul auto painter who had just ruined a
paint job on a brand new Packard.
Drew had joined 3M in 1921. Back then, the
company was a struggling sandpaper manufacturer.
He had taken a trial batch of newly developed
waterproof sandpaper to a local auto body shop
for testing. This is where he saw the problem: twotone
paint finishes on cars had just been introduced
and become all the rage. But during the spray
painting of the cars, there was no effective way to
keep one color masked from the other. Drew vowed
that he would develop a tape to make two-tone
paint application easy.
By happy coincidence, 3M management was
searching for a way to diversify the company. They
gave Drew the time and financial backing to conduct
some experiments.
The young inventor’s impulsive promise turned
into two years of toil. Seeking the perfect adhesive,
Drew experimented with vegetable oils, various
resins, chicle, linseed and glue glycerin. For the
tape base, he finally settled on some leftover treated
crepe paper.
3M’s chief chemist took samples of the new tape
to the automakers in Detroit. They immediately
placed an order for three carloads. It was 1925.
Masking tape was born. And 3M, a sandpaper
manufacturer in its 23rd year, found itself in a new
business – pressure-sensitive adhesives.
Five years later, Drew conceived the product
that would bring 3M worldwide fame. Like masking
tape, this innovation was inspired by customer need.
A St. Paul firm had an order to insulate hundreds
of refrigerated railroad cars, and needed a
waterproof seal. The insulation firm consulted 3M,
and Drew, now resident pressure-adhesives expert,
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10/21/2007, 6:05 AM

THE MARKET
The Scouting program delivered by Scouts
Australia, prepares young people aged 6-26 for
business and community leadership, developing
life skills, teamwork and leadership skills through a
value based program called the Scout Method.
However in recent times, available activities for
young people have increased dramatically.
Scouting now competes with organised sport,
other youth development programs and informal
leisure activities such as computer games and TV.
The demands on school students are everincreasing,
and school activities and homework are
taking up more of young people’s time.
As a result, young people have less available
time, and more choices than ever before, putting
Scouting in a competitive market environment.
ACHIEVEMENTS
Since its inception in 1907, Scouting has spread to
all but six countries in the world, and membership
is now estimated at 28 million. With an emphasis
on peace, education and understanding, it
transcends all cultures, religions, races, politics, age
and gender barriers. Tens of thousands of young
people from around the globe meet every four years
at World Jamborees to share in the fun and exchange
of knowledge and understanding such events have
to offer. Every day, hundreds of thousands of
projects that benefit local communities are
conducted by Scouts working to improve their
world.
An estimated 2 million Australians have been
Scouts since it was founded in Australia in 1908.
Many of these have used the skills and confidence
gained in Scouts, to achieve success in their
careers, or other community contributions. Scouts
Australia has taught millions of young people
resourcefulness, self reliance, leadership, decision
making and concern for their community and the
environment.
The significant benefits Scouting brings to the
community has recently been acknowledged by
the Australian Government which has declared 2008
as “The Year of the Scout”.
HISTORY
On 1 August 1907, Lord Robert Baden-Powell, held
the very first ‘Scout camp’ for a group of 20 boys
on Brownsea Island in the UK. B-P as he is known,
was a national hero in the UK, following his victory
over the Boers at the siege of Mafeking during the
Boer War. He had developed a method of ‘Scouting’
which he taught his soldiers, involving keen
observation and self reliance. On his return to the
UK, he was encouraged to apply his methods to
the training of boys, and thus held the Brownsea
Island camp. The boys lived in tents, cooked their
own food and learnt many valuable skills through
games.
The camp was extremely successful and BP then
began a fortnightly publication ‘Scouting for Boys’
which the youth of the UK quickly adopted and
started to follow. Australia was one of the first
countries to adopt Scouting. In early 1908 the
Sunday Times printed an article by Lord Baden-
Powell about the Scouting Movement which raised
much interest in Australia. By the end of 1908 Scout
groups had formed throughout NSW, Queensland,
Western Australia and Victoria.
By 1922 a federal council of Scout groups had
been established in Australia. The Scout
Association of Australia was incorporated by Royal
Charter and Act of Parliament in 1967 and the
Association is a member of the World Organisation
of the Scouting Movement.
Today there are around 60,000 Members of
Scouts Australia, including women and girls who
were first admitted in the 1970s.
THE PRODUCT
Scouts Australia is Australia’s largest youth
development organisation, and has over 1600
Groups in all parts of the country. Scouting is
inclusive and membership includes both girls and
boys, Scouts from remote locations, Scouts with
special needs, Scout Groups from particular cultural
backgrounds, including Indigenous Groups. The
aim is to encourage the physical, social, intellectual,
emotional and spiritual development of young
people so they take a constructive place in society
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10/21/2007, 6:10 AM

THE MARKET
Winter in Australia is all about Football. The great
game of Aussie Rules was formed in 1858 and to
this day is the largest football code in Australia.
Player participation in 2007 exceeds 700,000 people
across a number of cultural, gender and social
communities. Since 1990, player participation has
increased by 32 per cent and the game has never
been in a stronger position. At AFL level attendance
rates are up 17 per cent since 2000. The competition
is now truly national.
The game is played in all States around the
country and is developing in other markets such as
New Zealand, Canada, USA, UK and South Africa.
As the game has developed and grown to the
size it is today there has been one brand that is the
stable influence in the game: “The Sherrin” football.
Sherrin is the official brand of the AFL, and sells
over 500,000 balls into the Australian market each
year. The remarkable penetration of the Sherrin
brand in Australia has been made possible by years
of dedication to craftsmanship and providing the
game with the best possible product.
ACHIEVEMENTS
The Sherrin brand has received numerous awards
for its excellence of workmanship. As far back as
1881 and 1888, Tom Sherrin was awarded a Diploma
of Merit for his fine craftsmanship.
Sherrin currently holds a dominant share of
football sales and is the official ball of the AFL
competition. It is the No.1 preferred football brand
by most leagues.
Sherrin is the official ball sponsor for the AFL
Auskick program and is committed to the growth
of participation at grass roots level.
HISTORY
Thomas William Sherrin grew up as one of nine
children in a close family. Tom Sherrin didn’t follow
his father into carpentry but decided to become a
saddler, repairing and manufacturing horse saddles,
bridles and other leather equipment.
The saddlery where Tom worked was in
Wellington Street, Collingwood. In the 1870s this
area was dominated by tanneries and clothing and
shoe manufacturers.
Tom was involved with a small club close to
work called the Britannia Football Club. Australian
Rules Football was a game derived from many fine
sports including Irish
Gaelic football, rugby
and soccer. In its
infancy, the game
used rugby balls
imported from
England. The
physical torture
these balls
endured in this
tough, vibrant and
robust new game
created considerable wear.
They were regularly
sent to Tom’s saddlery
to be repaired. Tom
had to pull the ball
apart in some cases to
complete the repair work, and one day had a
brainstorm which was to revolutionise the ball.
The rugby ball was elongated, and used to wear
heavily on the ends. Tom created a new shape and
developed a pattern that made the ball rounder on
the points. The ball was still oval in shape, but it
bounced more evenly and was easier to kick. His
design was quickly accepted.
Tom scraped his pennies together and in 1879
built a small factory at 32 Wellington Street in
Collingwood. T.W. Sherrin Pty Ltd was now
established, and Tom employed a small band
of tradesmen to produce enough
footballs to keep up with the
strong demand. The
design of the new ball
was so widely
accepted that
the National
Football
League of
Australia
eventually
used the size
and shape of
the Sherrin
football as the
standard.
When Tom passed away in 1912, the business
was left to Tom’s nephew John Sydney Sherrin,
who had served his apprenticeship with the
company as a teenager. After his death in 1941, the
War Department instructed young Tom (Syd’s son)
to carry on the family business, and discharged
him from duties with the Air Force.
Tom was a very likeable man. He had a great
association with the Collingwood
Football Club and eventually
became president between
1963 and 1974. The
Collingwood FC
recognized the
magnificent services
of the Sherrin family
in 1976, when they
named their new
stand at Victoria
Park, “The Sherrin
Stand”.
During the
1960s, Tom battled with
his football business.
He felt he had to double
the production in order to absorb running costs
and still remain profitable. Without growth, T.W.
Sherrin Pty.Ltd. would stagnate, and he could not
see a bright future for the next generation of the
family. He finally sold the business to Spalding in
1972.
Tom stayed on as manager of the Sherrin
division of Spalding until his death in 1978. The
Sherrin takeover by Spalding appeared on the
front page of every major newspaper in Australia
and made news bulletins in Europe
and America.
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THE MARKET
In little more than a century the small electrical
appliance market in Australia has developed into a
significant industry, with approximately 14.7 million
units sold each year, at a total value of more than
$910 million.
Appliances such as irons and toasters, which
were once considered luxuries, have become
everyday household items.
With new segments evolving to meet consumer
demand and market trends, today’s aspirational
appliances include home espresso machines and
water filters, and products made from long-lasting
materials such as die-cast alloy, ceramic or stainless
steel.
While an influx of imported appliances from Asia
in the early ‘90s saw a surge in cheaper commodity
products, recent market growth has primarily been
driven by product innovation. A strong focus on
local design and technology has resulted in
significant growth at the premium end of the market.
ACHIEVEMENTS
Sunbeam is the name behind many of Australia’s
iconic small appliances including the Mixmaster ® ,
Electric Frypan, Toastermatic ® and Pro Steam ® Iron.
Today Sunbeam is still the market leader, with
particular dominance in toasters, kettles, fryware,
electric blankets, irons, food processors, mixers and
novelty appliances.
Many innovative appliances have been the
creation of Sunbeam’s Australian based design
team. The first plastic jug-style kettle, aptly named
the Express Kettle ® , was launched in 1984, and
revolutionised the kettle market. Utilising unique
‘fast boil’ technology that boiled one cup of water
in 30 seconds, it sold more than 200,000 units in the
first 12 months.
Also released in 1984 was the Australian Design
Award winning ‘Selectronic’ iron. It was the world’s
first electronic iron and featured a patented
‘automatic safety cut-out’ which represented a
significant advancement in safety. This feature has
since been licensed to manufacturers around the
world.
In collaboration with Paul Bassett, the youngest
person and only Australian to win the World Barista
Championship, Sunbeam developed the world’s
first twin pump, twin thermoblock domestic
espresso machine in 2005. The innovative TPTT TM
system enabled the machine to pour espresso and
texture milk simultaneously like its commercial
counterparts.
Another market leading launch for Sunbeam was
the world’s first “underfloor element” ceramic kettle.
Combining the beauty of ceramic with 21st century
technology, this twist on a familiar design was
inspired by a growing trend in aspirational ceramic
tableware.
Sunbeam’s market leadership and innovation
extends beyond product design and development.
In 1987, for example, the company introduced the
12 Month Replacement Guarantee across its entire
range of appliances. This was an Australian and
world first and continues to be a strong part of
Sunbeam’s commitment to product quality and
customer satisfaction.
As testament to its ongoing commitment to
design excellence, Sunbeam has 33 Australian and
international design awards to its credit, including
the prestigious Red Dot and iF awards. Locally,
Sunbeam is the most awarded small appliance brand,
recieving its seventh Australian Design Award in
2007 for the Ceramic Collection TM Kettle.
HISTORY
Sunbeam’s reputation for creating quality products
dates back more than 85 years, when a sheep
shearing equipment manufacturer diversified into
small electrical appliances with the launch of the
‘Princess’ dry iron.
Since then, Sunbeam has been responsible for
driving trends in small appliance design and
technology, and established itself as an
internationally recognised and respected brand.
In 1996, Australian manufacturer and marketer
GUD Holdings added Sunbeam to its portfolio of
market leading brands which today includes Victa
lawncare products, Oates Cleaning hardware, Ryco,
Wesfil and Goss automotive parts, and Davey
pumps and water pressure systems.
In 2004, Sunbeam established one of the largest
electric blanket manufacturing facilities in the world,
in a joint partnership with Europe’s leading electric
blanket producer. It was also during this period
that the Emjoi ® epilator and FoodSaver ® vacuum
bag sealer brands were added to the Sunbeam range.
Further cementing its position as a key
international small appliance designer and marketer,
Sunbeam opened a Hong Kong subsidiary in 2007
to support its growing export program.
THE PRODUCT
Sunbeam continues to incorporate Australian firsts
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10/21/2007, 6:16 AM

THE MARKET
While Australia is a wealthy country, the
unfortunate reality is that not every Australian
enjoys a life of comfort and prosperity.
Homelessness, a crisis in our ability to care for
older people, family breakdown and conflict,
alarming levels of domestic violence and sexual
abuse, inadequate provision for the mentally ill,
and problems arising from drug, alcohol and
gambling related addictions are growing challenges
faced by the community and The Salvation Army.
ACHIEVEMENTS
The Salvation Army - affectionately known as ‘the
Salvos’ - is one of this country’s most well-loved
organisations, with research revealing it is the most
highly thought of charity in Australia.
The Salvation Army’s ‘Christianity with its
sleeves rolled up’ ethos has endeared it to the
Australian public, in a country where religion has
always struggled to gain acceptance.
A reputation for being at the frontline of need
was largely achieved through the strong presence
of Salvation Army officers amongst Australian
armed forces in times of war. Assisting the troops,
burying the dead and dispensing cups of tea, the
Salvos were considered to be as much a part of the
fighting forces as the soldiers themselves.
The battle has not ended, and in times of
emergency and national disaster today the Salvos
are still there offering comfort and support. Recent
years have seen ordinary Australians facing
extraordinary disasters including the worst drought
on record, the devastating Cyclone Larry in North
Queensland, and countless bushfire and flood crisis
situations.
The Salvation Army’s commitment to helping
the international community was particularly
evident following the tragic Boxing Day
Tsunami in 2004. Funds donated within
Australia have supported three main projects
in southern India, which aim to provide ongoing
rehabilitation of housing needs and help restore
the livelihoods of local people, who are mostly
fishermen.
The growing battle against poverty,
addiction and despair rages daily for many
Australians and their families - one of the most
important aspects of The Salvation Army’s work
is its provision of caring social and community
services from day to day.
HISTORY
The Salvation Army was founded in 1865 in the
slums of London by a former Methodist
minister, William Booth, who wanted to make
the church more accessible to the whole
community. At the time, many poor and working
class people were excluded from the churches.
Originally known as the Christian Mission, the
name ‘The Salvation Army’ was adopted in 1878
and since then the organisation’s structure has
been based on military lines.
Initially Booth’s Christian Mission intended to
gather the poverty-stricken multitudes of London’s
East End and link them up with existing churches.
However, as such people were regarded as outcasts
and were not welcomed by the wealthy and
respectable church members of the day, Booth was
forced to provide a more permanent organisation
for the ongoing spiritual care of his converts.
Booth’s concern for the destitute masses of
England was not only spiritual. The more he learned
of the plight of the thousands spurned by Britain’s
industrial revolution, the more determined he was
to see lasting social change.
From the Army’s earliest days, various social
programs had grown up alongside the mission’s
spiritual ministry, including food shops, shelters,
and homes for ‘fallen’ girls.
However, these were just the first elements in a
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THE MARKET
The Australian market for automotive lubricants
and car care products is changing. The
increased cost to run and maintain a motor
vehicle has influenced consumer
behaviour. The majority of motorists are
DIFM (Do-it-for-me) consumers, having
their oil professionally changed as part
of the car service at a car dealership
or workshop. Extended car
manufacturer warranties and
the time and cost to service
vehicles all influence the
consumer’s choice of
service provider. The DIY
(Do-it-yourself) market is
relatively small in
comparison. Consumers in
the DIY market can be
segmented into two broad
groups: enthusiasts who
enjoy tinkering with their car,
and pragmatists who
change the oil themselves
in order to save money.
The automotive lubricant
market is a mature market with
volume expected to decline over
time given that crankcase
capacities are decreasing and
service intervals are
increasing. This change,
along with more
demanding manufacturer
specifications designed to increase
fuel economy and protect vital
engine parts, is placing more
pressure on the engine oil to
perform than ever before and
will increase the demand for
premium, quality lubricants
in the longer term in both
market segments.
ACHIEVEMENTS
In a category where the
consumer cannot taste, feel
or interact with the
product, the Valvoline
brand is seen as a premium
lubricant specialist and has earned
a high level of consumer trust and
advocacy. Valvoline has consistently grown
its volume and share in a mature Australian
automotive lubricant market by seeking
to understand its customers and
developing new products and
services to best serve them.
In the DIY category, Valvoline
was the first to introduce the
successful 6 litres Value Pack
concept. In 1993 it also
developed a packaging
innovation by introducing
the 8 litres oil drain pan. The
pack initially was sold with 8
litres of engine oil. The
packaging could later be re-used
as a drain pan and storage device
for used oil.
Prior to Valvoline’s growth
in importance in the DIY
category, its heritage lay in the
DIFM channel and Valvoline
was considered a product
innovator. Valvoline was first to
market professional grades of
synthetic fortified lubricants
differentiating these from
its retail range under the
Formula 5000 and ProBlend
sub-brands. It also pioneered
the marketing of premium
synthetics in this channel by
putting together programs
where service attendants
sold the benefits of
synthetics to their
customers and offered the
option to upgrade their oil.
Today Valvoline is a leading
supplier of premium engine oils
into this market with the
majority of its
resources focused
on winning in the
DIY channel. While
its competitors are
rationalising their
service levels in this
channel, Valvoline
has increased
service and sales
support recognising
that customer needs
call for going beyond
simply recommending
and delivering the right engine oils. Thus
Valvoline has positioned itself as a true business
partner to these customers.
HISTORY
Valvoline traces its beginnings to 1866, when an
American physician, Dr. John Ellis, became
fascinated with various claims relating to the
medicinal value of crude oil. Although he quickly
concluded that the medicinal claims were
unfounded, Ellis became consumed with the notion
that it might be possible to create a machinery
lubricant from the crude oil. Ellis built the world’s
first mineral lubricating refinery in Binghamton, New
York. Eight years later in 1873 the product that he
called Binghamton Cylinder Oil
was given the first mineral
lubricating trademark ever
registered: Valvoline.
In the 1930s Valvoline
introduced the first ever allseason,
all-purpose gear
lubricant which became the first
lubricating oil for diesel and peak
loads in gasoline engines. In
1940, Valvoline
became the first
company to offer an
unconditional
money-back
guarantee on its
motor oil. Valvoline
was acquired by
Ashland Oil in the
late 1950s and is still
part of Ashland’s
portfolio.
In Australia
Valvoline was initially
sold through
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THE MARKET
Vegemite is a truly iconic Australian brand and its
unique heritage is unmatched by any other spread
or perhaps even any other Australian brand.
Vegemite has always been around, it’s a part of
growing up happy and healthy in Australia – part
of our DNA, and consumers naturally associate it
with their childhood.
Families have always eaten Vegemite. Parents
want their children to like Vegemite so it can be
passed on to future generations, making Vegemite
much more significant than just their own childhood
memories. Loving Vegemite makes you part of the
bigger Australian family – a link across generations.
Not that its enjoyment is restricted to family use
only; in the Second World War Vegemite was in
the trenches alongside the Diggers.
Vegemite is produced in Australia at Kraft
Foods’ Port Melbourne manufacturing facility. This
has the capacity to produce 235 jars of Vegemite a
minute, and more than 22 million jars are sold in
Australia every year.
ACHIEVEMENTS
Mention Vegemite to any Australian and you are
likely to find instant recognition. There are bald
facts about Vegemite, such as the fact that 70
percent of it is consumed at breakfast, and most is
eaten on toast. But facts alone cannot convey the
full flavour of this unassuming black paste.
Vegemite is one of the world’s
richest known sources of B complex
vitamins, especially thiamine,
riboflavin, niacin and folic acid.
HISTORY
At the beginning of the 1920s, the
Fred Walker Company had a
successful business making, selling
and exporting food products. Its
owner Fred Walker decided that it was
time to tackle the concentrated yeast
spread market, and in 1923 he hired Dr
Cyril P. Callister to develop an Australian
yeast spread.
In a laboratory at the Albert Park factory Dr
Callister, who incidentally became Australia’s
leading food technologist in the 1920s and ’30s,
experimented with brewers’ yeast from the Carlton
& United brewery. By July 1923 he had developed
the spread that Walker wanted. The product was
ready but the name wasn’t.
Fred Walker turned to the Australian public and
launched a nationwide competition to find a name
for his new food. The prize pool held a very tempting
fifty pounds, and the name selected was Vegemite.
An English yeast spread dominated the
Australian market at the time, and shoppers were
reluctant to add Vegemite to their baskets. Sales
languished. The product was actually renamed only
four years after its introduction, and relaunched as
“Parwill”. This was an attempted play on words: “If
Marmite… then Parwill” was the intended pun, but
it didn’t sell the product.
Walker went back to his first choice of name
when he became convinced that the problem was
getting consumers to try the product. He launched
a vigorous two year coupon redemption scheme
and gave away a jar of Vegemite with every
purchase of another product in the Fred Walker
Company range.
The campaign worked: consumers tried the
product, and loved it. Baby health centres across
the nation were even recommending it as an ideal
food supplement for both babies and nursing
mothers. Australians of all ages continue to love
Vegemite today. Its unique flavour could almost be
called the taste of Australia.
Just before the outbreak of the Second World
War, Vegemite gained official endorsement from the
British Medical Association. It was then advertised
in the Australian Medical Journal, and doctors were
increasingly recommending it as a
nutritionally balanced food. During
the War, supplies of Vegemite to
civilians were rationed as the Armed
Forces bought it by the seven
pound (3.2kg) container.
During the post-war “baby
boom”, wartime goodwill translated
into a boom in Vegemite sales. In
1950, Vegemite came under the Kraft
Foods Limited umbrella, and the
company has consistently
reinforced the food value and
“Australian-ness” of Vegemite.
Soon after that, the song which
was to secure Vegemite’s place in the
Australian heart forever was introduced. This was
the “Happy Little Vegemites” song.
THE PRODUCT
The original Vegemite concentrated yeast extract
recipe devised by Dr Cyril Callister in 1923 remains
virtually unchanged. Vegemite is rich in protein and
minerals and a rich source of Vitamin B. B complex
vitamins in Vegemite are essential to the body’s
use of carbohydrates.
RECENT DEVELOPMENTS
Vegemite has become so identified with Australia
that there has been a tongue-in-cheek proposal of
its label as the new national flag.
Vegemite has seen innovation with the launch
of a Vegemite ‘Snackabouts’ variant in 1999 which
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THE MARKET
There’s no doubt that
Australians love their
movies and games. With
over 152 million units of
DVDs and games rented
and $1.1 billion worth of
movies and games
bought each year,
Australians invest more
money per capita in
home entertainment than
any other country in the
world.
Video Ezy’s core
market is DVD and
Games rental, however
over recent years, the
company has been
focusing on growth
opportunities in the
lucrative retail market,
which has grown at a 60%
rate year on year. Video
Ezy has the lion’s share
of the Australian DVD
rental market, accounting for 40% of total market
share, compared with 30% held by its nearest
competitor.
Video Ezy is adapting
quickly to new technologies,
addressing challenges in the
market, including
DVD mail order, Pay
TV and legal film
downloads direct
from distributors and
non-traditional
competition such as
Telstra BigPond.
Video Ezy has
developed its own
set top box, which
will allow customers
the opportunity to download
movie content on demand. This
will be released to customers in
2008.
ACHIEVEMENTS
Video Ezy has the proud distinction of
being one of Australia’s best-loved
brands. 100% Australian-owned, Video
Ezy is the market leader in the video
rental business for both Australia and
New Zealand, and has stores in
Thailand, Indonesia, Singapore,
Malaysia, Fiji and the
United Arab Emirates.
With almost 1000 stores
worldwide, Video Ezy is
highly respected within
the home entertainment
industry.
HISTORY
Video Ezy was established
in 1983, with the first store
in Sydney. Video Ezy is
now the largest DVD
rental and retail chain in
Australia with 518 stores
and 3 million active
members.
The first Video Ezy
store to be set-up
overseas was in New
Zealand in 1998, which
quickly grew to 162 stores
in New Zealand alone,
making Video Ezy the
market leader in that
country with 40% market
share. Following this, Video Ezy expanded
into the South East Asian market in March
1999. This market was considered by many as
an impossible market to conquer, given the
impact of piracy, but when Video Ezy opened
its first store in Bangkok, it became apparent
that consumers were enthusiastic for quality
product and a brand they could trust.
The early success in Thailand led to further
expansion throughout Asia. Video Ezy is now
a truly international brand, with its 518 stores
in Australia, 162 in New Zealand, 143 in
Thailand, 134 in
Indonesia, 26 in
Singapore, 9 in
Malaysia, 3 in Fiji
and 1 in the United
Arab Emirates.
In August, 2005
Paul Uniacke
together with Eddie
Nedelko who between them own 18 Video Ezy
stores in Victoria, purchased the shares held in
Video Ezy Australasia Pty Ltd by Perpetual Trustees
and Ivany Investments, making them the major
shareholders in Video Ezy.
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