7.4.1 Stage 1: Product development strategy

In mid-1997 it was decided to look for a new sauce product to modernise the brand and open a new platform. At the time, the company had two basic tomato- based sauces with wide sales and a commanding market share, and some hot meal sauces packed in cans. There was nothing on offer in a more up-market, adventurous, range. Brainstorming produced the creative idea from which was born a concept and an advertising campaign; the product was then developed to fit the concept. So a brief emerged for a 'modern, quirky, fun sauce, of premium quality flavours to enhance experience and add some spice to life.' It could be benchmarked to potential competitors, and targeted to enter a smaller, highly fragmented market which at the time in New Zealand displayed 300 separate products from 31 brands. A different product was needed; more up-beat and up- market with several variants and designed to fit the concept. Six flavours were started, and the original six, with some slightly altered benchmarks, were what finished as market products.

For a company that had built its reputation on dependable quality, everyday, best-value, products, it was a major marketing excursion. It was also a substantial challenge to their traditional formulation and packaging patterns though it seemed it would not present too many new problems in production. The brief therefore demanded an unusual product, justified unusual packaging, and cried out for an unusual brand name. It was a new platform in an extended environment.

The brief was assigned to a product manager from the marketing group, and presented to a product development team on 7 July 1997. The required time scale was very short, four months.