Breeding programmes are the flavour of the month as the overwhelming need for each company and country to control its commercial destiny grips hard.

When Worldwide Fruit announced that Jazz could become a £25 million brand within five years, the ears of an industry pricked up. Once figures like that are broadcast around publicly, it becomes far easier to focus in on the real opportunities.

While the retailers may not want the names of suppliers plastered across packaging, they are happier to incorporate a Pink Lady® apple, a Picota cherry or even a Florette bagged salad into their product mix.

Two articles this week illustrate the dilemma. Chile has built its export industry and global reputation without having a single proprietary brand in its midst. An industry logo, yes, but no brand presence and no “Chilean” varieties. The success of the strategy to date is not in question, but as Hugo Lavados intimates, it could have its limitations in a changing competitive environment.

The New Zealanders have recognised the need to act now, or risk missing the boat altogether. They only need to peer across the Tasman at their nearest neighbours to see growers enjoying the considerable benefits of their foresight in creating Pink Lady®. And closer to hand, of course, Zespri hasn’t done too badly either.

There will be a lot of jostling for position in the years to come. In the past, reaction often won the day. We are in an age now where the fastest off the blocks stands to benefit most. l