1. MARKET SEGMENTATION AND
ENGAGEMENT

2. MARKET SEGMENTATION
• Multiple mechanisms
– Physical (scale, location, enterprise mix, etc)
– Demographic (age, gender, family status, etc)
– Behavioural (collaborative / individual, passive / active, etc)
– Skills / capability level
– Motivational (speed, price, innovation, profit, etc)
• Multiple considerations
– Value-adding potential in each segment
– Relative “importance” of each segment (financial / non-financial)
– Capacity and pain:gain ratio in collating associated information
– Tying into the / a “product development” pipeline

3. PRODUCER SEGMENTATION AND ENGAGEMENT
Innovators
(2.5%)
Early
Adopters
(13.5%)
Early Majority
(34%)
Late Majority
(34%)
Late /
non-adopters (16%)
DECREASING SPEED AND/OR LEVEL OF INNOVATION / INNOVATIVE CAPACITY
LEAD USER
MARKET
MAJORITY MARKET
LATE / NON-ADOPTER
MARKET

4. PRODUCER SEGMENTATION AND ENGAGEMENT
Innovators
(2.5%)
Early
Adopters
(13.5%)
Early Majority
(34%)
Late Majority
(34%)
Late /
non-adopters (16%)
= ACTIVE ENGAGEMENT = PASSIVE ENGAGEMENT
LEAD USER
PROGRAM
FOCUS: GENERATION AND
VALIDATION OF NEW
INNOVATIONS
MAJORITY MARKET PROGRAMS
(MBfP, MMfS, GIG, etc)
FOCUS: DEMONSTRATION, COMMERCIALISATION AND
ADOPTION OF VALIDATED RESEARCH
LOW / MINIMAL
ENGAGEMENT
FOCUS: GENERAL
COMMUNICATIONS

5. “MAJORITY MARKET” PROGRAMS
• Principles format – sector messages, local customisation
• Co-investment and integrated delivery
• Resources proportional to herd / flock distribution
• Producer Advocate network
• Awareness, KASA and practice change activities
• M&E framework
SECTOR NAME STATE OF DEVELOPMENT
SOUTHERN BEEF More Beef from Pastures 
SHEEPMEAT Making More from Sheep 
GOATS Going into Goats 
NORTHERN BEEF FutureBEEF (TBC) 

6. SERVICING THE MARKET
• Consultative mechanism for collating RD&E
needs / ideas / issues
• Communication & research adoption
framework
– Events, field days, workshops
– Communication tools and systems (newsletters,
web resources,
– Validation / demonstration activities and network
– Monitoring and evaluation
• Supporting resources ($, CRM, Key Account
Managers, etc)

7. • Needs a value proposition for producers to be involved
• Must recognise confidentiality and commercial interests
• Is NOT related to enterprise scale
– “large producer” activities would straddle lead user and major market
• Key account management via agribusiness
• “Executive Link” / peer group liaison
• Will require an effective consultation network / process
– Face-to-face or electronic meetings? How frequently?
– Subject-specific or “generic” innovation
• Needs to ensure it doesn’t attract an “exclusive” tag
• Likely to be a unique MLA initiative
– Minimal scope or mandate for DPI interest (not under NRDES)
• Will require budget and internal resources to manage – origin and who?
“LEAD USER” ENGAGEMENT

8. THE RD&E PIPELINE
STRATEGIC BASIC
RESEARCH
APPLIED
RESEARCH
DEVELOPMENT EXTENSION
PROOF-OF-CONCEPT“BLUE SKY”
CONCEPT TO
MARKET READY
DELIVERY TO
(TARGET) MARKET
R&D HORIZON
HORIZON 1
(> 5 YEARS)
HORIZON 2
(2-5 YEARS)
HORIZON 1
(<2 YEARS)

9. RESEARCHADOPTION
WHO’S RESPONSIBLE FOR WHAT?
COMMUNICATION & EVALUATION
SOUTHERN PRODUCTIVITY & QUALITY
NORTHERN PRODUCTIVITY & QUALITY
STRATEGICSCIENCE
NRM AH&W
STRATEGIC BASIC
RESEARCH
APPLIED
RESEARCH
DEVELOPMENT EXTENSION

10. RESEARCHADOPTION
WHO’S RESPONSIBLE FOR WHAT?
COMMUNICATION & EVALUATION
SOUTHERN PRODUCTIVITY & QUALITY
NORTHERN PRODUCTIVITY & QUALITY
STRATEGICSCIENCE
NRM AH&W
STRATEGIC BASIC
RESEARCH
APPLIED
RESEARCH
DEVELOPMENT EXTENSION
LEAD USER
PROGRAM
MAJORITY
MARKET
PROGRAM

11. STRATEGIC BASIC
RESEARCH PHASE
APPLIED
RESEARCH PHASE
DEVELOPMENT
PHASE
EXTENSION
PHASE
RESULT IF SUCCESSFUL KNOWLEDGE PLATFORM PROOF-OF-CONCEPT MARKET READY PRODUCT AWARENESS/SKILLS/ADOPTION
TIME HORIZON > 5 YEARS 2 – 5 YEARS < 2 YEARS 3+ YEARS
CATEGORY OUTPUT OUTPUT OUTPUT OUTCOME
EX-ANTEEVALUATION
(BEFOREEACHPHASE)
QUANTITATIVE
NPV / IRR /
BCR
N/A   
QUALITATIVE
RER    
MARKET
ANALYSIS    
RESEARCHER
ANALYSIS    
EX-POSTEVALUATION
(AFTEREACHPHASE)
QUANTITATIVE
FOCUS • System impacts
• Enterprise / business
changes
• Enterprise, business and
industry impacts
• Supply-demand impact
• Enterprise / business impacts of
adopters versus industry average
• Management practices
• Knowledge, skills and confidence
METHOD • Modelling
• Case studies and/or
Producer Validation Sites
• Frontier analysis
• Farm-level and DREAM
modelling
• Pre / post analysis in category B
& C participants (including
Producer Demonstration Sites)
QUALITATIVE
FOCUS
• Researcher peer review
• Production of knowledge /
papers
• Researcher and/or lead
user peer review
• Definition of target market
and size
• Beta testing
• Target user KSC and practice
change levels
• Producer and provider
satisfaction levels
METHOD
• Researcher / research
organisation surveys /
interviews
• Researcher / research
organisation / lead user
surveys / interviews
• Market research surveys
with “lead users” and
advisors
• Target market surveys
• Participant and non-participant
comparisons
3.1 – 3.4 – 4.1 – 4.2 – 4.3 5.1 – 5.3STRATEGIC PLAN NODES

12. CONSIDERATIONS
• Objectives:
– Stakeholder satisfaction: targeted, timely, relevant engagement
– Internal processes: more efficient…
• Generation of research ideas
• Evaluation of investment value
• Completion and validation of R&D
• Extension to target market(s)
• Cultural change and systems (CRM, KM) will be required
• Two-tiered approach
– RD&E pipeline / program development strategy
– Stakeholder segmentation and target engagement
• This should help not hinder our RD&E pipeline efforts
– Better delineation of roles, responsibilities and accountabilities according
to skill sets
– Better definition of target markets

13. END