Our work

Positioning Victoria’s food and agriculture industry to global markets

September 2019
Department of Economic Development

The Challenge – Creating a platform for Victoria’s food industry to integrate across agriculture, trade and investment, and the visitor economy, while simultaneously bolstering Victoria’s presence in the global food chain.

Solution – In partnership with the Victorian State Government and Victorian food industry, the project team developed Global Table, a new internationally-food and agriculture-focused business event, as part of the State’s Food & Beverage Strategy.

The summit includes a partnership between Seeds & Chips and Food + Wine Victoria to position Australia as the destination for investors and traders to connect with business leaders from across the Asia-Pacific region.


The largest food beverage agribusiness event ever to be staged in Australia (September 2019)

An expected 5000 summit participants

Transforming temporary spaces into electric experiential destinations

March 2017
Melbourne Food and Wine Festival

The Challenge – Creation of a temporary space which offered extraordinary food and beverage experiences to showcase Melbourne and Australia, while meeting the needs of a diverse stakeholder audience and appealing to both local and international festival-goers.

– The House of Food and Wine, MFWF’s home and heart in 2017, featured a curated Victorian-focused wine bar, event space, private dining room, laneway, and upstairs gallery. Throughout the Festival, 14 different events were staged, including a sustainable seafood dinner, wine speed dating nights, and outdoor fire and coal cooking dinners.


4000+ local interstate and international visitors

40+ Australian winemakers and sommeliers

100+ creative collaborators

Delivering global headlines and increased international visitation to Melbourne

March 2017
Melbourne Food and Wine Festival

The Challenge – To increase non-Victorian visitation to the 25th Melbourne Food and Wine Festival, while simultaneously reinforcing Victoria's position as a global food destination.

Solution – Successfully orchestrated the 25th Anniversary Festival to coincide alongside the Worlds’ 50 Best Restaurant Awards hosted in Melbourne. As part of the partnership, eight chefs whose restaurants had featured on The World’s 50 Best Restaurants hosted Masterclasses, and the series was a sell-out. Many of the world’s leading food and wine media also flocked to the state to partake in celebrations, increasing awareness for the Victorian food and hospitality industries


270+ events across Victoria

International PR value for MFWF was $8.75million, an 86% increase on 2016

246,000+ attendance (Non-Victorian paid attendance increased from 7% to 10%)

Defining the brand and delivering on the promise

August 2018
Tahbilk Winery Estate

The Challenge – To clarify and agree on the visitor experience and key messaging to grow new audiences to both the Estate and Wine Club.

Solution – A workshop was designed integrating global trends and recent consumer insights with the Estate’s own data sets, consumer and product knowledge. The project team developed and agreed on key brand pillars together with an overarching positioning statement and a go-forward plan outlining the priorities and project timelines.


Brand pillars and key messaging integrated into Tourism & Visitation plan ready for execution

New target audiences identified and product alignment underway

Master planning commissioned to identify medium to longer term site opportunities

"By coinciding the Festival with the 50 Best program, it helped create a once-in-a-generation culinary buzz in the city of Melbourne that will, I’m sure, resonate in future years."

William Drew — Group Editor the World's 50 Best Restaurants

Building unique consumer experiences around events

April 2018
Cradle Coast Authority, Tasmania

The Challenge – To increase the desirability of the region, visitation, length of stay, yield as well as strengthening the industry’s event capability.

Solution – As an associate of Sparrowly Group we undertook a rigorous industry consultation program including:

34 participants across two days of workshops with representation from the council, event organisers, venue owners and the education sector.

One-on-one industry stakeholder interviews.

In-depth interviews with key events identified in the workshops.


The stakeholder input together with macro and micro data provided a comprehensive strategy for events in this region to:

Capitalise on the strength of Tasmania’s tourism industry

Build a calendar of high-quality events, particularly during winter

Secure diverse and innovative events and festivals for the region

Develop the capacity of professional event coordinators, managers and volunteers

Drive economic activity in the region and support the arts community

Building unique consumer experiences around events

July 2019
The Kuan Tao Community

The Challenge – Identify the opportunities and challenges for a potential new spiritual and wellbeing development.

Solution – Stakeholder survey interviews:

An environmental scan of the wellbeing and tourism sector globally.

Stakeholder workshop to determine priority tourism audiences and their corresponding needs in terms of the physical assets.

Research into state and local marketing insights for stakeholder negotiations and development of marketing plans.


Through stakeholder input, together with global and local marketing insights provided a product development strategy and report:

Delivered on the values and services to meet the community’s expectations and beliefs

Prioritised facilities outlined in the business plan to meet both the community and the visitor requirements

Identified priority visitor audiences that can be targeted for spiritual and wellbeing tourism

Develop compelling consumer experiences built on unique wine positioning

July 2020
Macedon Ranges Vignerons Association

The Challenge – To review the current operations, consumer experience and overall marketing and create an actionable plan.

Solution – As an associate of Food & Wine Insights, we undertook internal and external consultation to inform the strategic review and recommendations. Reviewing the current Budburst festival structure, offering and marketing activities. Benchmark the Budburst festival against other regional wine festivals in Australia & New Zealand.

Quantitative - MRVA member survey February 2020, Wine Intelligence consumer segmentation 2019.

Qualitative - Stakeholder interviews, surveys, and industry workshop Audit best practice event management.

Integrate changed consumer insights and travel restrictions post COVID 19.


The strategic review is built on the three key Budburst pillars of Structure, Profile and Product.

Structure: Maximise operating efficiencies within the MRVA to ensure limited funds can achieve the greatest return on investment

Profile: Branding and marketing strategy to move from a more traditional campaign to a fully integrated digitally focused and to grow owned channels to communicate with customers year-round

Product: Build a Budburst program where the consumer experience is paramount to the offer

Produce a strategic action plan that positions the Budburst Festival for long-term growth and success with key actions and timelines

Develop a user friendly tool kit to build internal knowledge and capability

Transforming the visitor experience to grow local and international markets

July 2020
Narana Aboriginal Cultural Centre, Surf Coast Highway, Victoria

The Challenge – Develop a suite of strong tourism product and experiences underpinned by an effective marketing strategy to attract both domestic and international visitation.


Context planning & situational analysis.

Stakeholder survey interviews together with research into Aboriginal tourism and global insights.

Analysis of marketing plans and current metrics on visitor profiles and spend.

Identify international tourism trends and determine priority markets.  

Research into state and local marketing insights for stakeholder negotiations and development of marketing plans.

Integrate changed consumer insights and travel restrictions post COVID 19.


The stakeholder input together with macro and micro data provided a comprehensive tourism business strategy for Narana:

Develop a strong tourism product and experiences for inclusion in Tourism Australia’s Signature Experiences program

Recommendations on a diversified revenue model and possible funding sources

Recommendations on potential infrastructure projects to enhance the experience

An organisational review to strengthen Narana’s capacity to deliver current tours, and to develop a resourcing strategy to deliver

Marketing Activity Plan - a detailed activity plan ready for implementation

A go-forward plan that will assist in the implementation of both product, resourcing, and marketing recommendations