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From the Ground Up - McCain Foods Limited

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Food for Love, a South<br />

African TV series, follows <strong>the</strong><br />

adventures of a <strong>McCain</strong> chef.<br />

names on <strong>the</strong> package along with a message explaining that <strong>McCain</strong> had bought Irvin<br />

& Johnson’s frozen food business and intended to maintain <strong>the</strong> high quality customers<br />

expected.<br />

Partner, who is South African and had come to <strong>McCain</strong> from Irvin & Johnson,<br />

was in charge of implementing <strong>the</strong> co-branding project. “Our consumers had experienced<br />

<strong>the</strong> overnight deletion of well-known brands and <strong>the</strong> introduction of global<br />

brands without any warning, and our research showed that <strong>the</strong>y found this very irritating,”<br />

she says.<br />

The co-branding was accompanied by <strong>the</strong> new <strong>McCain</strong> advertising and many new<br />

product launches, all of which sparked interest among shoppers in <strong>the</strong> frozen food<br />

category. The <strong>McCain</strong> launch was so successful that <strong>the</strong> co-branding was ended after<br />

only three months instead of twelve, as had originally been planned.<br />

One of <strong>McCain</strong>’s best marketing ploys was to buy some time on <strong>the</strong> South African<br />

national television system to carry a soap opera, Food for Love, about <strong>the</strong> romantic<br />

adventures of Ben, a recipe developer for <strong>McCain</strong> <strong>Foods</strong>. But <strong>McCain</strong> also got<br />

TV exposure by making news. That happened when it opened its new head office<br />

in Bedfordview, a suburb of Johannesburg. <strong>McCain</strong> wanted to put up billboards<br />

but couldn’t because its building is located on a freeway. However, <strong>the</strong>re were no<br />

restrictions on what could be put up above <strong>the</strong> building, so <strong>McCain</strong> erected five<br />

three-metre-high scarecrows on <strong>the</strong> roof with a wraparound on <strong>the</strong> building showing<br />

fresh vegetables.<br />

As a result, everyone driving to and from <strong>the</strong> Johannesburg airport gets <strong>the</strong> message<br />

that <strong>McCain</strong> is taking good care of fresh vegetables. “That got us onto national<br />

TV,” laughs Partner.<br />

Mark <strong>McCain</strong>, who became chairman of <strong>McCain</strong> <strong>Foods</strong> (South Africa) Ltd. when<br />

<strong>the</strong> company was established in 1996, is optimistic because he sees <strong>the</strong> same trends<br />

occurring in South Africa in <strong>the</strong> early years of <strong>the</strong> twenty-first century that were<br />

so favourable to <strong>McCain</strong> in Canada when <strong>the</strong> company was launched in 1957. More<br />

fast food restaurants are being built, more and more people have greater disposable<br />

income, and <strong>the</strong> number of dual-income families is increasing, <strong>the</strong>reby creating new<br />

demand for convenience foods.<br />

In addition, more homes are getting hooked up to electricity service, allowing<br />

more South Africans to own fridges, stoves, and microwaves. “The growth is coming<br />

from <strong>the</strong> people who are moving up <strong>the</strong> social ladder,” says Mark <strong>McCain</strong>.<br />

<strong>McCain</strong> did not let <strong>the</strong> absence of electricity in South Africa hold it back. “Drink<br />

<strong>the</strong> local wine” means adapting, so <strong>the</strong> company also offers small frozen vegetable<br />

packets intended to be used immediately. It’s not just lack of electricity that necessitates<br />

small packages but also lack of money. Porteus points out that yogurt was not<br />

accepted by South African consumers until it was packaged in a cup and sold for one<br />

rand, <strong>the</strong> equivalent of about seventeen Canadian cents. “People have enough money<br />

for food for today, not for tomorrow, so you have to sell <strong>the</strong>m just enough for today.”<br />

Irvin & Johnson had not targeted what Partner calls “<strong>the</strong> emerging markets.” All of<br />

its advertising was aimed at higher income groups. “So you’ve got a black consumer<br />

who has never bought a frozen product before, and all of our packs are opaque. There<br />

was this question of why <strong>the</strong>y were opaque and what were we trying to hide. People<br />

couldn’t risk <strong>the</strong> fifteen rand to buy <strong>the</strong> product, in case it didn’t perform. It has taken<br />

a lot of money and a lot of resources to communicate that we have only <strong>the</strong> best inside<br />

<strong>the</strong> bag.”<br />

Sales of <strong>the</strong> former Irvin & Johnson potato and vegetable businesses have tripled<br />

since <strong>McCain</strong> took <strong>the</strong>m over and not just as a result of improved marketing. “Irvin &<br />

Johnson had good people, but those people had no access to up-to-date technology,”<br />

says Porteus. “They had no access to proper management systems. They were starved<br />

of those assets. Soon after we took over, we called toge<strong>the</strong>r all <strong>the</strong> senior management<br />

192 <strong>From</strong> <strong>the</strong> GrouN d up<br />

New w orlds to CoN quer 193<br />

Scarecrows atop <strong>McCain</strong>’s<br />

office building near<br />

Johannesburg.

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