The Passion Fruits Market in Australia as an Ideal Area for Investment - Research Paper Example

 Executive Summary One of the fastest growing sectors in Australia is the horticultural sector. The sector produces various products such as fruits and assorted types of fruits. Passion fruits are largely underutilized in Australian market. This study sought to analyze market strategy for passion fruits in the Australian market. In so doing, it defined three main objectives namely to be the market leader in passion fruits industry across Australia and beyond, to be the pace setter in quality, health, safety and environment and to maintain a constant supply and profitability in the sector. The company will implement the set objective to set a market niche and positioning for the fruit in the market. This will be realized through value addition, boosting value perception through awareness creation, branding, promotions and campaigns. The target market for these products shall be dividend into local and international markets. The local markets will be further segmented into young transitional individuals, established couples and manufacturing market segments. The competitors established in this study were also dividend into local and international competitors. The local competitors include the substitutes and local producers while the international competitors include direct importation from outside nations such as Thailand and South America. The study reveals three implementation phases, notably initial, maintenance and growth phases. Each phase shall have set objectives, strategies and budget, and will be implemented within a one year period. The essay will conclude by developing a contingency plan to overcome any unforeseeable hurdle in the process. Table of Contents Executive Summary 1 1.0Introduction 3 1.1.Background information 3 1.2Mission statement 4 1.3Objectives 5 1.4 Product overview 5 1.5 Value and positioning analysis 6 2.0 Market analysis 7 2.1 Introduction 7 2.2 Target market analysis 9 2.2 Consumer overview 10 2.3 Pricing overview 10 3.0 Competitor analysis 11 4.0Marketing strategy 13 4.1Marketing objectives 13 4.2 Market positioning 14 4.3Promotion strategy 14 5.0 Forecast, budget and growth projection 16 5.1 Budget breakdown 16 5.2 Growth projections 17 6.0 Implementation and contingency plan 18 6.1 Marketing organization chart 20 6.2 Functions of the marketing team 20 6.2 Contingency Plan 21 7.0 Conclusion 22 References 23 Aaker, D., and Mills, M. (2005). Strategic Market Management – Pacific Rim Edition, 23 McGraw-Hill, Sydney. 23 Australian Horticulture Fact Sheet, January 2012. Retrieved Oct 1, 2012 from 23 www.accc.gov.au 23 Coupey, E., 2005, Marketing and the Internet, 2nd edn. Prentice-Hall. Dharmaratne, S. (2011). Passionfruit Australia Endorsed 3 Year Strategic Marketing 23 Appendices 25 Executive Summary 1 1.0Introduction 3 1.1.Background information 3 1.2Mission statement 4 1.3Objectives 5 1.4 Product overview 5 1.5 Value and positioning analysis 6 2.0 Market analysis 7 2.1 Introduction 7 2.2 Target market analysis 9 2.2 Consumer overview 10 2.3 Pricing overview 10 3.0 Competitor analysis 11 4.0Marketing strategy 13 4.1Marketing objectives 13 4.2 Market positioning 14 4.3Promotion strategy 14 5.0 Forecast, budget and growth projection 16 5.1 Budget breakdown 16 5.2 Growth projections 17 6.0 Implementation and contingency plan 18 6.1 Marketing organization chart 20 6.2 Functions of the marketing team 20 6.2 Contingency Plan 21 7.0 Conclusion 22 References 23 Aaker, D., and Mills, M. (2005). Strategic Market Management – Pacific Rim Edition, 23 McGraw-Hill, Sydney. 23 Australian Horticulture Fact Sheet, January 2012. Retrieved Oct 1, 2012 from 23 www.accc.gov.au 23 Coupey, E., 2005, Marketing and the Internet, 2nd edn. Prentice-Hall. Dharmaratne, S. (2011). Passionfruit Australia Endorsed 3 Year Strategic Marketing 23 Appendices 25 1.0 Introduction 1.1. Background information The Australian horticultural industry has a wide range of products both edible and non-edible, such as an assortment of fruits, flowers, vegetables, nuts, turfs, garden plants and different types of nurseries. Over the years, the industry’s reputation has grown in both local and international markets, due to high productivity, systemization and high standards in different stages of chain supply. According to Australian Horticulture Fact Sheet (2012), the industry was ranked third worldwide in terms of gross value on production. Further, the industry’s contribution to the Australian economy is remarkable, with over 100, 000 people having direct employment in the production sector while over 30,000 people are employed in the process and exporting sector (HAL, 2011), in addition to a significant number of employees in the manufacturing sector. A report by PAI (2010) reveals that horticulture farming occupies over 250,000 hectares of land is Australia. Some of the reputable horticulture growing areas includes Queensland that accounts for over 70% of the total production, South Wales that produces around 20% of the total value and Western Australia. Others include Victoria, Tasmania and South Australia (HAL, 2011). According to the 2010-2011 financial year report by the Australian government, horticultural sector earned over 8 billion dollars and was ranked third in the agricultural sector after meat and grain industries (Australian Horticulture Fact Sheet, 2012). That notwithstanding, the industry has faced several challenges that are hindering realization of its full potential. One of the greatest challenges is the uncertainties and anecdotal climatic conditions in Australia. Consequently, his has affected the productivity and efficiency in the industry. To address these challenges, the horticultural connoisseurs are constantly researching on the developing better adopted products, cost-reduction and efficiency as well as controlled farming to tackle climatic predicament. In addition, the Australian horticultural industry that was conventionally labor intensive, seasonal and small-scaled is moving towards mechanized production process and medium to large scale farming (Australian Horticulture Fact Sheet, 2012). Consequently, the industry is witnessed rapid growth and expansion at a relatively lower price; thus, increasing efficiency, productivity and profits to the farmers. 1.2 Mission statement To be the market leader in the passion fruit industry across Australia through adoption of quality, health and safety practices as well as best farming practices, state of the art technologies and high quality products, taking into consideration economically and environmentally sound practices. 1.3 Objectives 1.3.1 To be the market leader in passion fruits industry in Australia; 1.3.2 To be the pacesetter in quality, health, safety and environment in Australian horticultural market; 1.3.3 To maintain a constant supply and profitability of passion fruits throughout the year. 1.4 Product overview Australia is among the largest producers of passion across the world. According to PFISP (2006), passion fruits were introduced to Australian market in 1900’s and they trace their origin from Brazil. There are four major categories of passion fruits in the market, which are yellow, purple, red and panama passion fruits. Currently, around 25% of the panama varieties are produced in Queensland while about 75% of the purple varieties are produced in the South Wales region (PFISP, 2006). The fruits are either ovular or round in shape, and their diameter ranges between 4 and 6 cm. Their color varies with the variety ranging from yellow, purple to red. They also contain small edible seedlings. Notably, some of the passion fruits develop a wrinkled texture when ripe while others remain soft after ripening. They have a sweet but sour taste with a citrus aroma (HAL, 2011). In Australia, the fruit is harvested across the year, though the major supplies are witnessed between December and February as well as July and August. There are over 130 commercial farmers who produce between 2,500 tonnes and 3,500 tonnes of fruits per annum. In addition, about 500 tonnes of processed pulp are produced annually. The annual turnover of the fresh fruit ranges between 8 and 12 million dollars (PFISP, 2006). The passion fruits are best stored in plastic bags to avoid their dehydration. They can be stored for around two weeks at the room temperature or for a month in a refrigerated environment. According to PFCRS (2011), passion fruits are consumed differently. One may opt to cut it into two and gouge out the edible pulp and seeds. The pulp can also be used to prepare passion juice at small or large scale. The passion fruits can also be strained through industrial process to yield ice cream or sorbets. Finally, passion fruits may be used in enhancing flavor of mixed fruit juices or in preparation of fruit desserts. 1.5 Value and positioning analysis The company aims at adding value to the passion fruits industry in Australia and across the globe in various ways to create a competitive advantage. This includes boosting value perception to the consumer through promotions, campaigns and training to create awareness on different uses and storage of the fruits. The packaging and branding will also contribute to value addition, especially to the new markets. Branding ensure easy identification of our company’s products and create a competitive edge over other brands (Reed, 2006). In addition, branding will appease the impulse buyers and create a competitive advantage to the substitute products. Awareness creation and quality control will be ensured throughout the supply chain in terms of handling, display and storage to ensure that only quality products reach the consumer. The manufacturers will have the fruits at a better rate to woo them into buying more of the products and expanding the clientele base to passion fruits and their associated products. Other positioning activities will include merchandizing of the product to expand the market. 2.0 Market analysis 2.1 Introduction The target market for the passion fruits shall be divided into local and international market. The local market shall consist of wholesalers and retailers. In order to ease and boost efficiency in the supply chain, distribution points shall be set in the major towns such as Sydney and Melbourne. The distribution points shall supply the passion fruits to various markets such as wholesalers and supermarkets. Small scale purchasers such as secondary wholesalers, retailers and individual consumers shall access the fruits from the large scale distributors such as supermarkets and wholesalers. This distribution chain will be most ideal in enhancing less holding time for the fruits in the distribution points. In addition, this approach shall ultimately boost efficiency in terms of time management, lower distribution costs as well as quality management (Dwyer & Tanner, 2002). The distribution points will be equipped with different varieties of passion fruits to expand the market for different varieties, as well as meeting different tastes of different customers. Various researches have indicated partiality to purple varieties as a result of its quality and longer time shell (HAL, 2011). In addition, the purple variety is also preferable due to its price consistency, sweet taste, quality stability and its high quality pulp. Nonetheless, as the market leader, we shall strive to create a new market for different variety in line with the institution’s objectives. The company shall also commit to constant research and technological development to boost both quality and quantity of the passion fruits and pulps, as well as better farming and production practices. The retail market shall also benefit from the trickle down effect in terms of better quality, wider variety and accessibility of the passion fruits. A study by Dharmaratne (2011) identified that lack of recognition of various types of passion fruits is a large contributor to their lower market demand. In a move to overcome this trend, we shall target public awareness and campaign of various brands to familiarize the target clients with various brands and their uniqueness. This will be realized through campaigns through media, posters, websites and social networks as well as the introduction of competitive prices for different varieties of the fruits (Aaker & Mills, 2005). In order to target the international market and boost export earning, the company shall target various regional market blocks such as Asia, Europe and the US. Notably, passion fruits production in Australia is ranked third worldwide, and the company can use this reputation to tap the international market (Dharmaratne, 2011). The company shall conduct feasibility studies, to establish the quantity, marketability, legal and institutional frameworks prevailing in the region as well as the pricing for the passion fruits. Notably, expansion to the international market shall a long term goal to be effected after establishment and domination in the Australian market. 2.2 Target market analysis The target market will be largely based on the purchase power and demographic variable. The first marketing phase will aim at increasing the frequency of purchase especially to the infrequent buyers to woo them into growing their purchase levels. Based on these classifications, the market plan will target three major groups; young transitional individuals, established couples and manufacturing market segments. The young transitional presents the greatest opportunity for the market growth due to their explorative nature, influence and minimal opposition to new products in the market. Notably, this group has a strong qualitative and quantitative association with the passion fruits, and winning their confidence will create a huge market base due to their power of influence. To tap this market segment, the market plan will involve extensive use of social networks to reach a wider audience. The established couples also present a wider market due to their purchase powers. Unlike the young transitional, this group has more purchasing power and influence to other couples. In addition, this market segment has a wider use of passion fruits such as processing domestic juice and using it to add flavor to tea. As such, it will provide a guaranteed market for the fresh fruits. The manufacturing market is composed of the industries that process the passion fruits at large scale to yield passion juice as well as food flavors. This market segment purchases the fruits at large scale and would be ideal in realizing our object of increasing production to satisfy their demand and needs. The company will ensure a constant supply of fresh and quality fruits to sustain this market. In addition, it will have special rates for manufacturers to give them a competitive advantage to other fruits and increase the market for passion fruits across Australia. 2.2 Consumer overview Previous researches have indicated that most Australians easily identify the passion fruit, though consumption levels are significantly low. The average purchase quantity is 3-5 fruits, with the infrequent purchasers buying at a lesser price (HAL, 2011). The high income households have a higher tendency to purchase the fruits as compared to the mid and low income households. In addition, Eastern states such as South Wales and Queensland have also shown high interest in purchasing of these fruits. The consumers have also shown high prevalence to impulse buying, based on availability and attractiveness of the fruits. Notably, impulse-purchased fruits are more consumed on the spot, whereas planned-purchased fruits are largely used for industrial processes (Coupey, 2005). The color and size are the common differentiating factors for different passion fruits variety in the market. 2.3 Pricing overview Previous researches on passion fruits market in Australia have indicted lack of a clear mechanism to monitor prices at different levels (HAL, 2011). It is, therefore, important to conduct constant researches on pricing to aid in planning for production level, assessing the market profitability, understanding the market price variables and relationship between price and consumption (Hill & Jones, 2009). A research conducted in 2011 by passion fruits vendors in wholesale markets indicate fluctuation of prices across the year, fetching as much as 100 dollars during the off season and average of 25 dollars per carton during the season. In addition, purple passion fruits costs higher than the other varieties. The consumers of passion fruits indicated their will to purchase passion fruits at 60cents per fruit (HAL, 2011). Prices about 60cents compelled the consumers to purchase substitute products. Infrequent buyers were also noted to be more price sensitive than frequent buyers as illustrated below: Fig 1: price sensitivity for passion fruits Source: PFISP, 2006 3.0 Competitor analysis The passion fruits face stiff competition from assorted types of fruits within and outside the Austrian market. These include mangoes, bananas, apples, papaya and others. In addition, the passion fruits are not aboriginal in Australia having been introduced in the 1900’s. As such, most Australians identify themselves better with the other fruits, unlike the passion fruits. That notwithstanding, there exists not direct substitute for passion fruit; thus, the passion fruits market is largely intact both at local and regional level. Notably, most of the fruits are seasonal in the market. As such, the company will apply greenhouse technology to ensure an all season production of passion fruits to be at a competitive advantage over the other fruits. The second category of competition is assorted types of snacks products in the market. Different food and beverages products and brands in the market present a competition to passion fruits and drinks in the market. This issue will be addressed through mass campaigning and awareness creation to consumers on the benefits and different uses of passion fruits juices and pulps, and through competitive prices. In addition, researches on manufacturing processes aimed at increasing industrial uses of passion fruits shall also be conducted. Increasing industrial and manufacturing uses of passion fruits will directly raise the demand for the fruits leading to a bigger market. The third level of competition is direct importation of the fruits from the international market. Increase in imports from countries such as South America and Thailand is shrinking the market for the local farmers and producers. This challenge will be addressed through quality control and management as well as competitive prices. In addition, the company will strive to increase productivity to satisfy the ever growing Australian passion fruit market. The passion pulp produced in Australia is also arguably substandard and inconsistently produced, compelling its importation. This will also be addressed through production of high quality yet cost effective pulps. The last anticipated class of competitors is the tropical and sub tropical fruit processing industries. The passion fruits industry in Australia is relatively when compared to the other tropical and subtropical industries located in Australia. This will create an uneven playing ground. However, the company will strive to increase production of fresh passion fruits to boost its market together with the market of its associated products such as juice, flavors and pulp. 4.0 Marketing strategy 4.1 Marketing objectives a) To be the market leader in passion fruits industry in Australia The company aims at increasing productivity of the passion fruits across the Australian market. This will be realized through adoption of greenhouses and state of art technologies to increase productivity and save on cost. In addition, the company will target the international markets in the long run. b) To be the pacesetter in quality, health, safety and environment in Australian horticultural market In addition to increasing productivity, the company will also endeavor to maintain quality and freshness of the fruits. The company will also ensure safety and environmental implications of the fruit production. The workers will be equipped with the protection gear to enhance their safety and health. c) To maintain a constant supply and profitability of passion fruits throughout the year. The company will ensure that the supply of the fruits in constant throughout the year. The traditional production of passion fruits various with seasons. However, the company will adopt greenhouse technology to ensure a constant supply of the fruits across the year to ensure market stability and profitability. 4.2 Market positioning Market positioning is imperative for company in creating a niche in the passion fruits market in Australia. This can be realized through branding of the products, campaigns and promotions for the fruit and fruit products as well as ensuring consistency in the look and quality of the products. The product should also be visually appealing, inspirational and easy to identify from other brands and products. In so doing, the consumers will be made aware of the products and its superiority over the other brands and products. To realize this goal, several factors will be put into consideration. These include images and name that is easy to associate with passion fruits, appeasing and attractive brands to prompt impulse buying of the products as well as constant promotions across the market to increase the clientele base. The promotion will also target at informing the target clients on the taste and diverse uses of the fruits such as adding flavor and fruit salads. The branding process will ensure the product’s uniqueness and align consumer’s expectation with the product. Lastly, the slogan should be informative and precise to appease the clients. 4.3 Promotion strategy The promotion strategy in strategic marketing plan aims at breaking down promotion process from its theoretical perspective to practical perspective based on the predetermined objectives. The strategy will be implemented in three phases. Phase one will last for one year, and it will involve product branding, selection of name, slogan and logo that will be used throughout the marketing process. After the selection, the next step will involve launching of the passion fruits marketing campaign and promotion in different locations. The promotion will involve setting a market position, exploring the diverse passion fruits products and uses that can fit different audiences as well as sales merchandizing in a different location to assess market suitability. In addition, the right communication channels and procedures with regards to reorder levels and quantities as well as whole sale and retail pricing will be identified in this stage. The phase will also establish the best practices, quality, health, safety and environmental consideration in the production and manufacturing processes in line with the set objectives. The second phase, which will also last for a year, will involve brand promotion to the target market comprised of the young transitional, established couples and manufacturers. This stage aims at realizing market leadership in the production of passion fruits across the Austrian market in line with the pre-established marking plan. This phase will strengthen consumer awareness and superiority of the brand. In addition, this stage strengthens the collaboration across the chain supply to enhance efficiency in terms of reducing the barriers, time management, quality and value addition, as well as price stability across the year. The third phase will aim at building stronger collaboration and communication across the supply chain. In addition, it will involve constant promotion and campaigns across the market, rebranding and other strategies to ensure that the product remains at the top in the market. This phase will also aim at boosting the sales, production and profitability in line with the company’s goals. Fig 2: Three years promotion strategy 5.0 Forecast, budget and growth projection The budgetary consideration for this marketing plan will be divided into three phases, each with different objectives to be realized. 5.1 Budget breakdown Activity Phase 1 Phase 2 Phase 3 Total Creative production 5,000 5,000 5,000 15,000 Public relations 5,000 4,000 4,000 13,000 Advertising and promotion 15,000 14,000 14,000 43,000 Research and evaluation 10,000 8,000 8,000 26,000 Logistics and support services 7,000 6,000 6,000 19,000 Miscellaneous 3,000 3,000 3,000 9,000 Total 45,000 40,000 40,000 125,000 5.2 Growth projections The growth project is divided into three distinct phase, initial phase, growth phase and maintenance phase. In the initial phase, the company will introduce the new products in the market and create the market position and niche. The second phase, growth phase, will involve setting out of the company goal to be the pacesetter in terms of quantity and best practices. The final phase is the maintenance phase where the company will conduct continuous researches to ensure a constant supply and profitability across the year. PHASE OBJECTIVES TIME FRAME TONNAGE Initial phase Entry into the Australian market Creation of market niche and market position 1 year 100 Tonnes Growth phase - Setting out to be the market leader in the Australian market 1 year 200 Tonnes Maintenance phase To maintain a constant supply and profitability of passion fruits throughout the year. 1 year 300 Tonnes Total tonnage in three years 600 Tonnes 6.0 Implementation and contingency plan The marketing plan shall be implemented in three distinct phases. The table below summarizes the phases, objectives, strategies and the proposed budgetary allocation. Phase Objectives Strategy Budget Phase 1 (year 1) - To enter into the Australian passion fruit market - to create a position and a niche in the market - Product branding, selection of name, slogan and logo that will be used throughout the marketing process. - Launching of the passion fruits marketing campaign and promotion in different locations. -Setting a market position, exploring the diverse passion fruits products and uses that can fit different audiences as well as sales merchandizing in a different location to assess market suitability -Selection of the right communication channels and procedures with regards to reorder levels and quantities as well as whole sale and retail pricing will be identified in this stage. - Establish the best practices, quality, health, safety and environmental consideration in the production and manufacturing processes. $ 45,000 Phase 2 (Year 2) - To be the market leader in the Australian market - Brand promotion to the target market comprised of the young transitional, established couples and manufacturers. - strengthen consumer awareness of the product and its superiority over the other brands. - strengthen the collaboration across the chain supply to enhance efficiency in terms of reducing the barriers, time management, quality and value addition, as well as price stability across the year. $ 40,000. Phase 3 (Year 3) To maintain a constant supply and profitability of passion fruits throughout the year. - building stronger collaboration and communication across the supply chain. -constant promotion and campaigns across the market, rebranding and other strategies to ensure that the product remains at the top in the market. - boosting the sales, production and profitability in line with the company’s goals. $ 40,000. 6.1 Marketing organization chart 6.2 Functions of the marketing team Position Area of control Functions Strategy Operation CEO X X -Overall management and supervision of the company’s operation -Overseeing strategy implementation within the stipulated time Director of product marketing X X -In charge of researches and competitive analysis - Coordinating activities of product managers in various locations Director of marketing communication X X -In charge of corporate affairs such as PR, advertisements and promotions - In charge of programs such as shows and events -In charge of creative services such as branding and collaterals Product managers X X -Establishing and report on various market diversities and reporting them for strategizing -Data gathering and market analysis to establish challenges in strategy implementation 6.2 Contingency Plan There are various anticipated changes during the initial, growth and maintenance phases; thus, compelling a contingency plan. The plan will aid the company in deriving quick responses to environmental and economic changes throughout the project time. In addition, the plan aids in addressing revenues shortfall or increased expenses to ensure that the company do not run at a loss (Modern, 2007). Our company shall have a feedback mechanism through which the project managers on the ground shall be assessing and analyzing market trends and reporting to management on weekly bases for further strategy. During the implementation phase, the researchers and competitor analyzers will be closely working with project managers to analyze and evaluate the market. One of the contingency plan will be focusing the effort on the well doing areas in the implementation areas. In addition, the company will focus on the more popular varieties of the fruits to maximize profits. Weather conditions, which may affect the productivity of the company, will be addressed through usage of green houses to ensue quality and constant supply of the passion fruits. Lastly, the competitor and competitive goods may present another challenge demanding a contingency plan. The company will embark on quality control and price regulation to remain at a competitive advantage. 7.0 Conclusion The passion fruits market in Australia presents an ideal area for investment. In order to tap this market, the company has established three objectives to guide in the process; to be the market leader, to be the pacesetter in quality, health and environment and to main constant supply of the fruits. The study also conducted market analysis to establish a marketing niche and position in the market. The competitors are drawn from local markets in terms of substitutes and other producers, as well as the international markets. The marketing strategy shall be based on the preset objectives. The projects will be implemented in three phases; market entry phase, growth phase and maintenance phase with an estimated budget of $45,000, $40,000 and $40,000 respectively. Lastly, the company will develop a contingency plan to address any unanticipated eventuality in the process. References Aaker, D., and Mills, M. (2005). Strategic Market Management – Pacific Rim Edition, McGraw-Hill, Sydney. Australian Horticulture Fact Sheet, January 2012. Retrieved Oct 1, 2012 from www.accc.gov.au Coupey, E., 2005, Marketing and the Internet, 2nd edn. Prentice-Hall. Dharmaratne, S. (2011). Passionfruit Australia Endorsed 3 Year Strategic Marketing Plan. Sydney: Horticulture Australia Limited-HAL, October 2011. Dwyer, R. and Tanner, J., 2002, Business Marketing, 2nd Ed. McGraw-Hill, New York. HAL (2011). HAL Strategic Investment Planning Guidelines: Version 2. Sydney, HAL Press HAL member report on Subtropical and Tropical fruit industries 2010 – 2025 (2011). Sydney: HAL Press. Hill, C. & Jones, G. (2009).Strategic Management Theory: An Integrated Approach. 9th Ed. London: Cengage Learning. Modern, T. (2007).Principles of Strategic Management: Innovative. 3rd Ed.Farnham: Ashgate Publishing, Ltd. Passion Annual Investment, PAI (2010). Horticulture Australia, Sydney. Retrieved Sep 30, 2012 from www.horticulture.com.au. Passion fruit Industry Strategic Plan: 2006 – 2010 (PFISP, 2006). Australian Passion fruit Industry Association and Horticulture Australia. Retrieved Sep 30, 2012 from www.horticulture.com.au. Passion fruit Consumer Research Study (PFCRS, 2011). Jones Donald Strategy Partners, October 2011 Reed, P. (2006). Strategic Marketing Planning, 2nd Ed. Thompson, South Melbourne. The Food Standards Database (2006). Retrieved 29 Sep 2012 from www.foodstandards.gov.au/consumerinformation/nuttab2006/onlineversionintroduction Appendices Appendix 1: The projected comparison of subtropical and tropical fruit industries Source: HAL, 2011 Appendix 2: Various varieties of passion fruits Source: Passion fruit Consumer Research Study (2011). Appendix 3: Nutritional contents of passion fruits Source: The Food Standards Database (2006). Read More