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18 Oketopa 2016
NZTE & MAORI COALITIONS IN COLLABORATION WITH POUTAMA TRUST EXPLAINING MAORI SME AND COALITIONS
International traders – pre-1830s
Māori enterprise
prospered 1830-
1860
Māori
enterprise
R.I.P
Māori enterprise
prospers – 2000
Internationalisation – 2010 & beyond
Colonisation effects
Indigenous
Group Orientation
Group Responsibility
(Shareholders/beneficia
ries)
Inter-generational
Collaborative/Collective
Holistic - Spiritual, Social,
Cultural, Economic
Profit Oriented based on -
Long Term
Mainstream
Individual Orientation
Self-Interest
(Shareholders)
Single-generation
Individual/Competitive
Mechanical conscientiousness
Profit Oriented based on -
Short to Medium term
Approach to Investment - Characteristics
Maori Drivers
Incorporate social objectives and local biases in the wider
investment plan and strategy………..
• Education (critical age, critical timing)
• Jobs, Employment
• Wealth and Health of our people
• Added Value - Land Development
• Intergenerational enhancement
• Mo ake tonu – long, long, long term focus
Approach to Investment - What’s important to
Maori
KONO (Wakatu) 1. Business
• Wakatu Inc: $250m assets, 70% land
based, 30% Kono
• Kono Seafood: 95% export Mussels,
Oysters
• Kono Beverages: 3 brands – Kono
(70%),Tohu (30%), Aronui. 90% Sauv
Blanc, 80% export
• Kono Horticulture: apples, pears,
hops
NZTE MAORI COALITIONS F&B
VALUE ADD Miraka – Taupo Pure – Export Fresh Milk (shelf life)
Miraka - Whai Ora – Value add powder and UHT consumer products
Moana – Prepared Foods – Retort Treated Pouch Meals (UN, Army)
Port Nicholson Fisheries – cartage of live product to market – freeze impact
Ngati Porou Seafoods – Smoked Fish range
Maui Milk – Sheep Milk - consumer products
Tuhono Whenua - Miro – Berry cultivars – 30 + Maori entities, own cultivars for market
11
OUR PURPOSE
To grow companies internationally — bigger, better, faster — for the benefit of New Zealand.
12
NZTE INTERNATIONAL NETWORK
OPERATIONS
Streamline the way
you operate
MARKETING
Create and execute
marketing plans
CAPITAL
Access the capital and
investments you need
LEADERSHIP
Benchmark your business
against global trends and
access key people
STRATEGY
Develop effective
strategies for growth
R&D
Innovate and
commercialise your
business
CUSTOMERS
& MARKETS
Connect with global
opportunities and grow
13
RIGHT SERVICE, RIGHT TIME, RIGHT PLACE
OPERATIONS
Streamline the way
you operate
MARKETING
Create and execute
marketing plans
CAPITAL
Access the capital and
investments you need
LEADERSHIP
Benchmark your business
against global trends and
access key people
STRATEGY
Develop effective
strategies for growth
R&D
Innovate and
commercialise your
business
CUSTOMERS
& MARKETS
Connect with global
opportunities and grow
BUILD BUSINESS CAPABILITY ENHANCE GLOBAL REACH
14
BETTER TOGETHER
Coalitions are companies with a shared opportunity or challenge that come together to achieve international growth.
15
WE WANT TO WORK WITH COALITIONS THAT…
• Are led by real businesses with a common commercial purpose or objective
• Have the capacity to focus on international growth
• Are willing to collaborate with like-minded companies and engage with NZTE
• Add value and impact New Zealand
• Have hunger and ambition for growth
16
Companies
open to
potential
business
collaborations
COALITION ROAD MAP
NZTE meet
potential coalition
members
individually to
gauge
commitment
How we can help
Coalition
members
discuss and
agree on
collaboration
opportunities
Establish clear
rules of
engagement;
legal aspect &
governance
structure
One team
planning; build a
go to market
strategy, validate
against market
needs
Identify
gaps in
capability
and
capacity
Make
Intros
Mediate
Meetings
Facilitation &
Strategic
soundboard
Legal &
Governance
frameworks
Market
Research
&
Customer
Insights
Opportunity
maximised
Risk
minimised
Implementation
and delivery =
Success
Go
to
Mkt
17
CRITICAL SUCCESS FACTORS OF A GREAT COALITION
• Clear market opportunity and potential for growth
• Hungry to learn, willing to develop their capability and open to collaboration.
• Select the right partner and model
• Internal leadership and clear definition of roles
• Long term view - innovating ahead of the curve in the target market – that aligns with coalition members’ long term strategies
• Aligned values
POUTAMA HONEY GROUP
• Land Owners, Honey Producers, Investors
• Land to Brand
• Formal structure
• JV Partner
• Un-Jared
• Superfood/Ingredient
• Food as Medicine
CLUSTER DEVELOPMENT
• 2012 12 Small F&B businesses (Poutama Cuisine Cluster)
• 2016 - Lots of businesses Sub-Clusters, Sector-Clusters
• No formalized structure as yet – Free Range & Open Source
Why?
• To leverage collectivity & economies of scale
• To foster collaboration