Karoo Crown Beef Group Business Plan › Section 7 › Marketing, Sales & Export Strategy

7.1 Go-to-Market Architecture

Karoo Crown’s go-to-market is structured as a three-region commercial
platform with vertically-organised sales teams aligned to the priority
customer segments in each region. The architecture is designed to
maintain proximity to high-value customers — premium-retail buyers in
particular require quarterly in-person account engagement, which
broker-intermediated models cannot deliver — while keeping commercial
overhead aligned with revenue.

EU/UK office (Rotterdam)

Located in Rotterdam for proximity to the principal continental ports
of entry and for ease of access to major retail buying offices in
Germany, the Netherlands, the UK and France. Headed by a senior
commercial executive with European retail and foodservice meat trading
experience. Initial team of five, scaling to twelve by Year 5. Primary
buyers targeted include premium retail (Marks & Spencer, Waitrose,
REWE, Albert Heijn, Carrefour), specialty importers (Donald Russell,
Farmison & Co), and high-end foodservice distribution (Brakes
Premium, Bidfood Specialty).

GCC office (Dubai)

Dubai is the principal regional hub for both consumption and
re-export across the GCC and broader MENA region. The office will be led
by an experienced GCC red-meat trading executive. Initial team of four,
scaling to eight by Year 5. Primary buyers targeted include Lulu Group,
Carrefour, Spinneys, Choithrams, premium hospitality (Atlantis, Burj Al
Arab, Emaar Hospitality, Address Hotels), and specialist Asian and
Indian fine-dining chains.

Domestic office (Johannesburg)

Headquartered in Johannesburg to support the major domestic retail
and HoReCa accounts. Initial team of seven, scaling to fourteen by Year
5. Primary buyers targeted include Woolworths (premium category),
Checkers FreshX, Spar Tops, Sun International, Tsogo Sun, Three Cities,
premium independent restaurants and high-end butchery chains.

7.2 Customer Acquisition Strategy

• Direct senior-executive engagement with the top 25 buyers per
  region during the construction phase, supported by buyer visits to the
  Karoo Crown site during commissioning.
• Pre-launch sampling and culinary trials with chef ambassadors and
  head butchers, with branded follow-up POS material.
• Trade-show presence at SIAL (Paris), Gulfood (Dubai), ANUGA
  (Cologne) and Restaurant ICC (London) from Year 1.
• Reverse-trade missions: structured site visits to Karoo Crown for
  buying teams from priority accounts.
• Chef ambassador programme — three Michelin-recognised chefs in
  three regions, multi-year endorsement agreements.
• Direct-to-consumer launch in three test markets (UK, UAE,
  Singapore) in Year 2, scaling on demonstrated unit economics.

7.3 Marketing Investment & Brand Building

Marketing investment is sized to deliver an internationally credible
premium brand without commodity-category overspend. Total marketing
budget rises from ZAR 18m in Year 1 to ZAR 52m in Year 5, representing
4.7% of revenue in Year 1 (front-loaded for launch) and stabilising at
2.8% by Year 5. The Group’s marketing strategy emphasises trade and
culinary credibility over consumer-facing mass-market advertising —
chefs, butchers, retail category buyers and food media are the principal
targets.

Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Karoo Crown Beef Group (Pty) Ltd.