Home' Forge : Vol 1 No 3 Contents TIPPING POINT // 15
Forge: Who are your main
NP: My products are in the
health food sections of Coles and
Woolworths, so we don’t sit in the
mainstream section. My biggest
competitors would probably
be private labels, which [are
experiencing] a big push now. Coles
and Woolworths have their own
gluten-free products, which have
been a big hit in the category, and
Freedom Foods have been around
a long time. They have helped with
the category signifcantly, as have
the likes of companies like my own.
[The healthy food category] is a
very niche category.
Forge: Is there any danger of people
copying your recipes?
NP: You can't actually patent
recipes, so it is about building your
brand. There are thousands of
mueslis on the shelves, so you have
to pick your point of difference.
What is our unique selling point?
We are the frst company to launch
a fructose-free muesli, and muesli
bar, on the market. Our fructose-
free muesli bar is the number
one selling bar in the health food
category. We are very proud of
that. We understood that fructose
absorption is a problem, we saw the
opportunity in the market, and we
went for it. Today, that product is
still the bestselling product in my
whole company. We sell it through
Virgin Airlines, too.
Forge: How informed are people
these days about nutrition?
NP: I defnitely think that the
internet has increased people's
knowledge of health and food
allergies. It can be detrimental,
because a lot of people self-
diagnose, but I think that people
have a better understanding of what
is good for them, and what is not
good for them.
The new Health Star Rating System
[a government initiative that entails
a front-of-pack labelling system
rating the nutritional profle of
packaged food] is a big thing, but
the government needs people to
understand that it is comparing
like for like, not [comparing foods]
across categories. There needs to be
a lot more education [around the
nutritional content of foods].
Forge: How big is your business?
NP: We have a very low-overhead
business. We outsource our
warehousing, our logistics and our
manufacturing. A lot of our stock
I don't actually see; it goes to our
manufacturers and third parties,
and then out. I only employ six
It is about playing to your strengths.
I am no good at manufacturing, and
I have no knowledge of technology
or machinery – it doesn’t interest
me one bit. I don’t want to be rung
up by the production manager
broken down; I am not good at
that. I am good at developing
products, building the brand and
telling my story; [the rest] I just
leave to the professionals. We
have long-term contracts with
all of our manufacturers, and I
have been working with the same
manufacturers since I started.
I remember that my very frst
purchase order was $13,000, and I
went, ‘Oh, how am I going to pay
for that?’ It is a bit different now.
Forge: What do your six staff
NP: We have a warehouse person, a
CFO, a sales and marketing person,
an inventory controller and myself,
and we also have an offce manager.
It is very light, but with the team
that we have, we do very well.
Forge: What is your brand strategy?
NP: We are passionate about health
for everyone, so I don't launch
products that don’t ft into our core
values. I have companies coming to
me saying that they would like to
do a biscuit for us, but it doesn’t ft
Food for Health. We don't produce
products that don’t ft into our
Forge: Where do you think the
major producers of heavily
processed food are heading?
NP: They are clearly beginning to
understand where things are going.
The likes of Kellogg’s and these
companies have really been shaken
up by the Health Star Ratings.
Consumers are demanding health
products, and the sugar issue has
really driven people’s awareness
of sugar. Once upon a time, people
would have been looking at fat,
[and not also considering] that
TO ABOUT 13
DUBAI IS OUR
IS BECAUSE OF
OF EXPATS WHO
LIVE IN DUBAI,
AND THERE IS A
LOT OF MONEY
THERE, AS WELL
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