WINTERGARDEN, in Brisbane’s Queen Street Mall has taken the innovative  step of introducing 3D printing to its retail store range, establishing its own pop-up 3D Print Studio.

Wintergarden’s owning company, ISPT, wanted to see how 3D printing might work to attract attention to the centre and trail new levels of product customization. It is also becoming quite an educational experience for Wintergarden customers. 

“Technology is revolutionising the shopping journey – so we’ve embraced this and capitalised on the latest innovations to deliver our customers a leading personalisation experience,” Wintergarden senior centre manager Scott O’Donoghue said.

He said the 3D printers could create a number of jewellery pieces, from rings to bracelets, each customised by colour, design, thickness and size. Depending on the style chosen, the pieces can take from 15 minutes through to one hour to print, with the printers reaching temperatures of more than 200C during the process.

“We know that our customers engage more with a customisable product and we were drawn to incorporating the latest printing technologies to make this happen,” Mr O’Donoghue said. “Customers spend time with our studio team creating their design and remain in-centre while it is being printed.”

Available at the Wintergarden until August this year, Wintergarden offers shoppers a bespoke experience in personalisation through 3D printing technology, allowing them the opportunity to create their own personalised jewellery onsite. 

The free activation of the print service allows customers to choose between a ring, signet ring and bracelet, modify the design to suit including colour choice, add initials, print and wear – all within minutes.

Each of the four 3D printers owned by the centre have a microscopic camera installed so that the printing process can be viewed either on the central monitor within the studio or by passers-by via the television screen in the window. 

Driving positive customer engagement and brand talkability, Mr O’Donoghue said the activation strongly supports Wintergarden’s commitment to customer service and an unrivalled in-centre experience for their customers.

Wintergarden’s 3D Print Studio runs through August and is open six days a week from Monday to Saturday from 11am until 2pm.


DI BELLA is set to become the second largest roast and ground coffee enterprise in Australia as it brings three related coffee brands from the Retail Food Group portfolio into the fold: Roasting Australia, Di Bella USA and Evolution Roasters

Di Bella Coffee, created in 2002 by Australian coffee trailblazer Philip Di Bella, has developed into the country’s largest speciality coffee roaster and is renowned for its ‘crop to cup’ program of ethical sourcing of specialty coffee beans.

According to Di Bella CEO, Darren Dench, the company decided to restructure and consolidate so that it was better positioned to continue its growth trajectory. He said the new model allowed Di Bella to scale up for new markets, opportunities and partnerships without losing their core focus on craft roasting. 

A combined Di Bella, he said, would be able to continue offering clients their bespoke customised blending services and micro-roasting capabilities across the company’s key channels: independent food service, office market and in-home market.

“Di Bella has always been a coffee-of-choice for discerning coffee drinkers,” Mr Dench said. “As a brand, our unique selling proposition has been both our Crop to Cup philosophy and our bespoke roasting capabilities.

“Bringing these together into one larger entity means we can leverage larger roasting capabilities from our different plants, as well as ensuring that the product and service, the true star of our brand, is more widely available as we expand into new markets and new market segments,” Mr Dench said.

Phil Di Bella, founder of Di Bella Coffee in 2002, supported Mr Dench’s announcement, re-iterating that it would boost the brand he fostered.

“I am excited about the new possibilities that this merger offers and I believe that the integrity of the bean and the authenticity of the Di Bella coffee range will create exceptional opportunities for this new unified and integrated coffee company to grow, expand and diversify,” Mr Di Bella said.

Mr Dench said the company continues to work hand-in-hand with a number of communities sourcing the pure green beans from leading growers around the world that deliver beans farmed under ethical and sustainable conditions.

“We know that coffee is similar to wine in that individual characteristics work together to create blends with different notes and tones. Without skilled roasting, the coffee bean doesn’t shine and flavour complexities collapse or disintegrate,” Mr Dench said.

“For us at Di Bella, our focus is on bringing these different blends to the discerning consumer whether at home, at work, or when out dining at restaurants and cafes.”

Di Bella currently produces 3,480 tonnes of coffee a year which equates to about 150 million cups of coffee served.


FROSTY BOY Australia is now conquering the giant market considered the ‘holy grail’ for global food and beverage manufacturers: India.

Gold Coast-based Frosty Boy has successfully penetrated the India market, after a four-year project to build relationships throughout the sub-continent.

According to Frosty Boy managing director, Dirk Pretorius, cracking the market should mean a significant boost for the company, ensuring it continues its record of 20 percent year-on-year growth.

The solution to navigating the challenging market – which includes coping with import duties of up to 50 percent – was Frosty Boy deciding to complete manufacturing processes locally in India, while maintaining control of product quality and intellectual property. 

Frosty Boy products manufactured through this method are gaining traction across India, Mr Pretorius said.  A recent major win was with one of India’s largest coffee chains, Café Coffee Day, now serving milk shakes using Frosty Boy’s formulated milk shake blend.

As one of the fastest growing food industry markets in the world, valued at US $50 billion according to Technopak’s 2017 research publication, Indian Food Service Industry, India was the perfect target for Frosty Boy according to Mr Pretorius.

In India, ice cream has also been forecast to achieve a compound annual growth rate of 17 percent until 2021, according to Tech Sci Research’s 2016 and 2018 reports.

“Since Frosty Boy began exporting in 2001, there’s never been a country more difficult to crack than India,” Mr Pretorius said.

“The main challenges have been import duties, which can be up to 50 percent, a very different business culture to us, plus they are understandably very protective of their own industry.”

Mr Pretorius said the decision to complete manufacturing locally came after intensive knowledge building to ensure the decision would make importing into India viable for Frosty Boy.

“This included our leadership team spending quality time in India to build knowledge of the local QSR industry and how our products could best be implemented, and we have full-time personnel on the ground to support this ongoing,” Mr Pretorius said.

He said Frosty Boy’s passion for innovation in its existing and new markets will only encourage its sustainable growth, as the company continues to seek opportunities to add value to clients through solutions-driven dessert and beverage base offerings. 

Established in 1976 in Queensland, Frosty Boy Australia produces versatile dessert and beverage powder base solutions for local and international markets. In many cases it can be the innovations developed by Frosty Boy that power successful new food and beverage products created by brands including Hungry Jack’s, KFC, Burger King and Pizza Hut, along with boutique coffee shops and restaurants.

Frosty Boy is already one of Australia’s great success stories in food manufacturing and exporting, with its soft serve ice cream blends, frozen yoghurts, slushies and flavoured syrups popular across many South East Asian countries.


THE Media Store’s 2018 Trend Forecast has identified  major changes in interactions between companies, brands and consumers and found many brands are becoming ‘borderless’.

The timbre of the forecast, launched at the recent Brand Forum in Sydney, is that consumers want brands ‘to stand for something that matters’. The forecast also acted as a warning that consumers wanted brands ‘to know there are more social groups than just millennials’. Helen Karabassis.

The Media Store head of research and insights, Helen Karabassis said, “2018 is a year without borders for true leading brands. Consumers expect so much more from the brands they buy from and are a lot more loyal if a brand shares the same values as they do.

“Australians are no longer interested in seeing #soblessed influencers tagging hundreds of brands through sponsored content.

“Consumers have shifted and want their favourite brands to be presented by real humans with real values that they can relate to – aspiration is out, honesty is in.”

With technological advancements the main driver for changing interactions between brands and consumers, The Media Store’s trend forecast has identified the characteristics of the emerging generation of consumers who are driven by their creative instincts and desire to make a difference.

Other insights within the 2018 Trend Forecast include the visual companion to voice technology, creative disintermediation by brands wanting to own the customer relationship, and emerging ‘e-sport’ opportunities.

Ms Karabassis worked with The Media Store’s insights team to identify global shifts in brand marketing and psychology, presenting her learnings to Australian marketing managers via a presentation on the Forecast at this year’s Brand Forum on February 21-22.

“By not pigeon-holing themselves, brands have the opportunity to expand across consumer interests and reach new audiences,” Ms Karabassis said.

The Media Store’s 2018 Trend Forecast includes:

Hyper-personalisation: The perpetually self-monitoring consumer is expecting brands to show they care by personalising the entire customer experience to meet their needs and dreams.

Focus on the Digital Lens: Voice controlled devices are getting eyes to complement their ears. Embedded cameras will become platforms for personalization and ‘point and learn’ search. 

Three’s a crowd: Retailers beware. Static loyalty programs are losing potency and brands are choosing to control the customer relationship directly.

Making a ‘brandstand’: The world is in peak anxiety, so brands will offer consumers a safe haven – even if only to make them feel supported in a complicated world. Peace, diversity and health of the planet will come first.

Native creators: Move over Millennial snowflakes. The next generation of consumers is driven by their creative instincts and the need to make a difference.

Democratised influence: The few gatekeepers will be overtaken by the many micro-influencers as consumers reach peak influencer fatigue. Consumers will be able to tell – and boycott – those brands who work purely in pay-to-play (#spon) influencer space.

Power partnerships: Heritage brands are partnering with start-ups to leverage innovation credentials and capture the attention of consumers who are constantly chasing the new.

E-sports fire up: E-sport leagues offer more than just passionate Millennial males. Loyal, highly engaged communities are mainstreaming and opening up for brands.

AR steps forward: Advances in augmented reality (AR) tech meets the growing proliferation of mobile phones calibrated to supercharge the experience. Fuel creative creators, offer try-before-they-buy reassurance, or use AR to draw a crowd IRL.

Trust in the chain: Bots and fraud are persistent concerns in adland. The transparent, unmodifiable nature of blockchain technology could be the trust tool we’ve been waiting for.


TEAM MachineGenes, led by artificial intelligence (AI) developer and mathematician Nigel Greenwood, has beaten 624 other international teams to make it to round two of IBM Watson’s XPRIZE.

The IBM Watson XPRIZE is a global competition that challenges teams to develop and demonstrate how humans can collaborate with AI to tackle the world’s challenges.

Dr Greenwood, who is based in Brisbane, has risen to this challenge to show how his new form of AI can be used for many purposes, although he and his team are currently focussing on both helping people with Type 1 diabetes and keeping aviation turbine engines operating at optimal capacity.

“My patented AI can be used for personalised medicine - it can understand how each person is unique and can recommend the best insulin dosage to keep the patient’s blood glucose levels under control,” Dr Greenwood said. 

In silico trials conducted in conjunction with the Garvan Institute of Medical Research have demonstrated my technology could be extremely successful in controlling blood glucose levels for people with ‘brittle’ diabetes.

“It has the potential to reduce greatly the risk and severity of hypoglycaemic and hyperglycaemic events for people with diabetes.”

The same technology is also being used by Dr Greenwood’s team to demonstrate another world-first capability, for AI to understand the health of aviation engines in a way that is currently impossible.

One of the world’s top-three engine manufacturers was were so impressed by the diabetes work that it has begun part-funding the engine demonstration. While confidential, the arrangement would be with either GE, Rolls-Royce, or Pratt & Whitney.

Dr Greenwood said both medical and engineering work, a key source of frustration is the difficulty in getting suitable investment, with Australian venture capitalists reluctant to invest in deep transformative technologies.

“International recognition of my work is bittersweet as it comes at a time when it appears inevitable that my technology, a globally new kind of AI, will be forced to leave Australia,” Dr Greenwood said.

The IBM Watson AI XPRIZE is a four-year competition with annual milestone competitions in 2017 and 2018. The top three finalists will compete for the grand prize of $5 million at TED 2020.


AN AUSTRALIAN beer brewer – branded Broo – has secured what is believed to be the country’s biggest beer deal in China since the original globalisation of Fosters products.

Impressively, Broo Export Pty Ltd has struck a seven-year agreement with the major Chinese supply and distribution company, Jihua, belevied to be worth more than $120 million in aggregated distribution revenue. 

“Jihua’s distribution reach in China will see Broo Premium Lager penetrate the Chinese beer market and expand into a major brand over the coming years,” Broo founder and CEO Kent Grogan said. 

Jihua has agreed to purchase the Broo Premium Lager beer products that are manufactured in China, directly from Broo’s approved Chinese manufacturers, Mr Grogan said. The agreement is binding on a ‘take-or-pay’ basis for 1.5 billion litres of Broo Premium Lager beer products over the seven year period.

Mr Grogan said Jihua has also committed significant upfront marketing and advertising funds to expedite the growth volume of Broo in the first three years of the distribution and Broo has agreed revenue payments for that term can be accrued and paid upon completion of the third year, with payments continuing on a six monthly basis thereafter.

It sounds like an ideal launch formula for the relatively small Australian brewer.

Jihua has interests in a wide variety of industries in China and has established quality supply and distribution channels with major Chinese organisations across multiple market segments, including China National Cereals, Oils and Foodstuffs Corporations (COFCO)  which is China’s largest food processor, manufacturer and trader; China Aerospace, Science and Technology Corporation (CASC); hypermarkets, supermarkets and convenience store chains throughout China including Wumei Holdings Inc; restaurant chains including China Quanjude (Group) Co Ltd; and hotel chains including Huatian Hotel Group Co Ltd.

“Our focus is now on continuing discussions in other international markets and domestic expansion,” Mr Grogan said.


Ecozen set up to save the world ‘one pool at a time’
WHEN he graduated from Queensland’s Griffith University, armed with horticultural qualifications and an Environmental Science degree in the 1990s, Sean Lynch knew he wanted to change the way built environments interfaced with the natural world – for the better.

He chose pools as his canvas, figuring he could make a positive impact upon the chemical-laden practices of the time. How right he proved to be, taking a lead in applying new technologies and sustainability practices after he founded Ecozen Pools and Landscapes in 1999. 

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