Breadth of NAC v3 In the last issue of Navigatio, we introduced the third version of our North Atlantic Champion strategy. In this issue, you will find a couple of cases that exemplify the breadth of the strategy, and I can assure you that there will be many more in sub sequent numbers of the magazine. Two key articles address the development po tential of the European part of our business. It concerns our central European region, but some of the points also apply to Scandinavia. It is in the European markets that we have been selling our products from Greenland for the most years, but at the same time, this is also where we have been mostly selling prod ucts that come from neither Greenland nor the North Atlantic. As you can read in the articles, there have his torically been good commercial reasons for ex panding our European range to include many of the products that do not come from the North Atlantic. However, these commercial consider ations have now definitely been overtaken by our strong strategic focus on North Atlantic spe cies. As I mentioned in the last issue of Navigatio, the North Atlantic products now account for more than two thirds of Royal Greenland’s sales compared to less than a third just five years ago. Our ambition of being the main supplier of North Atlantic seafood has now been realised. This development has, of course, posed chal lenges in the markets where we previously sold most products that did not come from the North Atlantic. These are challenges which our employees in these markets have tackled very well. However, progress towards The North Atlantic Champion has not only presented challenges in Europe. It has also opened up considerable de velopment opportunities – and it is these which are the focus of this article. The development opportunities can be found in several places: • In selling the existing products in our European product range – especially prawns – more widely and more deeply. • In selling products which today do not ac count for a very large share of the European range – especially Greenland halibut, but a lsocrab and lobster. • In the ongoing shift towards the food service segments – where there is often a better un derstanding of product quality and product history. • In completely new distribution channels – where we have to make the most of Greenland’s relatively close proximity to Europe to meet the strong demand from the European markets for fresh and refreshed products, initially within Nutaaq cod. It makes obvious sense to look at the mar kets worldwide which are growing the fast est. However, we must not forget that today, Europe is already home to half a billion of the world’s most affluent consumers. Our European sales team is determined to compete for the limited products to which Royal Greenland has access, and ensure that they end up in Europe. 2 NAVIGATIO NO. 1 • 2019
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