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Special report
The digital money maker
Optimal Experience
PwC quarterly Commentary spring 2014
The future of public services
joins PwC
ou hear it all the time, how digital technologies are changing the way we work, connect with businesses and how we live our personal lives. New Zealanders no longer think in terms of digital and non-digital – we’re now in the age of the digital normal.
But what I find most interesting is how businesses are embracing these technologies to innovate, cut through the noise and find the best way forward. There are now so many opportunities for businesses to step up their game and do a better job at working smarter and connect with their customers.
Digital has brought a new mindset to doing business, bringing us closer to customers to give more immediate, personalised and collaborative experiences. Get this right and your business will prosper.
But we know how easily leading edge can become bleeding-edge in this fast changing digital world. Get it wrong and you’ll give your competitors ground and your customers will move onto the next big thing. Or don’t act fast enough, reinvent your business, experiment and learn, and you’ll miss out. Today, the distance from market disruption to normalisation is reducing, so agility and speed is key.
We know this is something that is on your mind, with 91% of New Zealand’s CEOs telling us they see technology as the biggest transforming trend impacting their business in our recent CEO Survey.
Most business leaders are well aware of the potential of digital technologies to create value, reach more customers and move their business forward, but are asking how they should best to do this.
That is why we’re growing the digital side of our consulting practice, and were thrilled to welcome the team from New Zealand’s leading user experience consultancy Optimal Experience last month. We know many of you don’t just want help with your digital and customer strategy, but want support with implementing it too. Giving a great customer experience is what our service offering is all about.
Optimal Experience’s joining with PwC is part of our commitment to continue changing with the market and challenging our business model to offer the services you want and need. Yes, technology advances are transforming our business as much as yours. We recognise there are significant opportunities for organisations that use insight to better understand and meet the needs of their customers.
Y
Inside this magazine we debate the big business issues impacting New Zealand organisations now and in the future.
1 AddingValue
On our cover: Kris Nygren, Partner and Craig Rice, Partner.
COnTACT: BruCe HaSSall
CeO & seniOr pArTner
T: +64 9 355 8037
Adding Value
2Spring 2014
We can now offer something new, unique and special for your organisation and customers. Find out more about Optimal Experience and how we’ll help you engage your customers ahead in this magazine.
Of course, top of mind for most of us is next month’s general election. All eyes are on the ideas and policies from the political parties to deliver good growth and help lift standards of living.
Looking at the election through a business lens, the majority of organisations would agree New Zealand has been fortunate to enjoy consistent policies from governments on the left and right in recent times.
If the pendulum were to swing to the far left or right and bring with it significant policy and regulatory change, this level of uncertainty could pose a serious threat to many organisations and the economy in general. We all know businesses respond to uncertainty by curtailing investment.
That is why I’m thankful we live in a confident, prospering and optimistic country. Whatever direction New Zealanders choose on 20 September, I feel confident the policy of careful fiscal and economic management and sustainable growth will continue.
Enjoy this month’s commentary.
Best regards,
Bruce Hassall CEO & Senior Partner
ogether, we’ll make a bigger difference in helping businesses create great customer
experiences, both on and offline.
Digital is no longer just about technology. It’s brought about a new mindset to doing business – one that’s bringing us much closer to the customer and demanding more immediate, personalised and collaborative experiences.
Our new combined service offerings range from digital and user experience strategy development to mobile app and website creation, and the testing of product experiences and service design.
Backed by the capabilities of 2,000 digital consulting professionals around the world, we’re committed to helping your business compete and thrive. We’re helping to keep your products, services and business model both exciting and relevant.
We look forward to working with you to boost your company’s performance, help you innovative and be more responsive to your customers’ needs.
We’re growing the digital side of our Consulting practice with the acquisition of market leading user experience and design consultancy Optimal Experience.
Joining forces with Optimal Experience
T
COnTACT: Craig riCe
pArTner, MArKeTs And sTrATegy LeAder
T: +64 9 355 8641
KriS nygren
COnsuLTing pArTner
T: +64 9 355 8000
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Digital consulting
ResearchWhat are your customers’
needs? What are your business goals?
Analytics, focus groups, personas, surveys
and more...
StrategyDefine, develop and deliver strategies aligned to your
organisation’s purpose
Website, experience, product, service strategies
and more...
DesignGenerating solutions
that work best for your customers and business
Generate ideas, prototyping, mobile app and website
design and more...
TestingRemoving risk and
assumptions from the design process to
guarantee outcomes
User testing, eye tracking, information architecture
and more...
Transformingexperiences
We’re turning digital and customer insights into action
AddingValue
More about Optimal Experience
Founded in 2003, Optimal Experience has grown quickly to work with over 250 of the biggest organisations across government, e-commerce, telecommunications, education, finance and travel sectors in Australasia. Optimal Experience has delivered a range of services from digital and user experience strategy development to mobile app and website design, and we wanted to share with you, an example of their work with Tourism New Zealand.
Tourism New Zealand case study
The scenario: Tourism NZ had launched its website (newzealand.com) which looked great, but usage had since dropped considerably and they wanted to understand why.
The work: Optimal Experience proposed a user-centered redesign, conducted an expert review of the website and completed a range of user-centred design activities.
The results: Building new interaction patterns into that website had a significant impact on the customer experience. Referrals from the site increased 18 per cent for the year after the redesign – representing hundreds of thousands more people contacting New Zealand tourism operators.
Joining forces with Optimal Experience
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More info on Optimal Experience
Spring 2014
n our study of New Zealand’s entertainment and media industry, we found spending on
digital content is forecast to grow at more than 10% year-on-year between 2014 and 2018, while spending on non-digital content will decline by an average of half a per cent every year over the same period.
In fact, digital revenues will account for 110% of total revenue growth over the next five years.
Partner and digital change specialist Paul Brabin says, “All signs point to digital revenue growth, but spending on digitally delivered content by consumers will continue to play catch-up to the share of spend on internet advertising, which is outpacing the rest of New Zealand’s advertising market. With internet advertising forecast to grow at an average of 8% year-on-year, it is reaching a significant tipping point and is expected to overtake TV in taking the biggest share of advertising spend in 2018.
“The biggest challenge and opportunity is to monetise the digital consumer by convincing them to pay for content they may currently be getting for free or low cost, while finding new ways to sell and price content and experiences they will want to pay for,” says Mr Brabin.
Available now, our entertainment and media outlook covers 13 individual industry segments in its analysis and includes historical and forecast advertising and consumer spend for 54 countries, including New Zealand.
It’s digital to the rescue. More dollars from digital consumer and advertising revenues are forecast to offset a declining spend on traditional entertainment and media content.
The digital money maker
Entertainment and Media COnTACT: Paul BraBin
pArTner And digiTAL MArKeT LeAder
T: +64 9 355 8210
I
Paul Brabin, Partner and Digital Market Leader
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6
+8.7%
$1,836m
Internetaccess
+8.0%
$582m
Internetadvertising
+5.8%
Videogames
+5.6%
$852m
TVsubscriptions
$1,208m2013
$397m2013
$155m2013
$647m2013
+5.4%
$502m
CAGR
Bookpublishing
$385m2013
CAGR CAGR CAGR CAGR
-1.7%
$195m
CAGR
Music
-4.8%
$625m
CAGR
Newspaperpublishing
+3.1%
$80m
CAGR
Out-of-homeadvertising
+3.1%
$562m
CAGR
TVadvertising
$69m2013
$483m2013
$212m2013
$799m2013
+1.5%
$269m
CAGR
Radio
+1.4%
$568m
CAGR
Filmedentertainment
$250m2013
$530m2013
+0.9%
$589m
CAGR
Magazinepublishing
$562m2013
NZ’s entertainment
and media industry is
forecast to grow at an
average annual rate of
3.3%from 2014-2018
+3.4%
$965m
CAGR
Business tobusiness
$819m2013
$206m
Looking closer at the entertainment and media industry: Forecast growth across 13 industry segments for 2014-2018
Spring 2014
T
Investing in Christchurch
Christchurch office COnTACT: mauriCe noone
pArTner And regiOns LeAder
T: +64 3 374 3102
he new building at 56-64 Cashel Street will be known as The PwC Centre. It’s ideally
located by the Avon River, overlooking the Bridge of Remembrance, and central to the developing business centre, retail and justice precincts, as well as to transport links.
Partner and Regions Leader Maurice Noone says, “We are proud to be reinforcing our commitment to Christchurch and The PwC Centre will play an important role in revitalising our city centre.
“Construction of the A-grade development, comprising of five floors, is expected to start within the next three months, with an expected occupancy date for us of mid 2016.
“As part of our investment, the building will exceed the requirements of the current earthquake code and the development is being built to an extremely high standard, ensuring both our people and clients enjoy a safe and pleasant working environment.
“It’s important for us to play our part in rebuilding our city, and moving back into the city’s heart is another demonstration of our commitment. We’ve always planned to be back and together with our co-founding tenant Chapman Tripp, we’re both very excited to be able to play a part in getting this important new development off the ground,” says Maurice.
We’re really looking forward to seeing the building transform this space and for us to move into our new home.
We’re delighted to be confirmed as anchor tenants for the new development in the heart of Christchurch’s CBD.
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Investing in Christchurch
8
“The PwC Centre will play an important role in revitalising our city.”
Maurice Noone Partner and Regions Leader
Spring 2014
9
eople no longer keep their eyes looking forward as they walk: they stare at the screen of their mobile device, only looking up to avoid walking into traffic or other pedestrians. What’s more, they stay glued to their mobile device even when they’re at home watching a larger screen.
The message is clear: eyeballs have shifted from print media and larger static screens, to smartphones and tablets. And New Zealand’s advertising dollars are beginning to follow suit, as advertisers seek to locate themselves where consumers are looking.
In this year’s Global entertainment and media outlook, we found the biggest annual growth rates in New Zealand’s internet advertising were seen in mobile and online video. While this is from a low base, it suggests opportunities for businesses to sell more to always on and connected consumers.
This shift doesn’t just involve a change in the devices through which advertising is consumed. It promises a step-change in the ability to measure advertising effectiveness, by tailoring messages to the ‘audience of one’ and gaining instant feedback on what individuals do in response.
No longer will advertisers rely on vague segmentation. Instead, ads can be targeted to an individual based not only on their own likes, dislikes and interests, but also on their daily routine and location.
But, among the opportunities, there is a potential downside: concerns over privacy that make many consumers hesitant to provide personal data to companies – especially when they receive pseudo-personal (and sometimes inaccurate) mobile promotions.
We recently surveyed consumers globally to find out what data they say they would be willing to share. As we can see, a clear hierarchy emerges around what information people prefer to keep to themselves, and what they’re willing to ‘trade’ for value in their lives.
Yet, a closer look reveals some interesting anomalies between what people say and do. For example, personal mobile contacts emerge as one of the items people are least willing to share. But several highly successful messaging apps ask people for access to their contacts on sign-up, and this doesn’t seem to put many people off.
In our view, much of this comes down to how you pose the question. Would you like to receive ads on your mobile every day? Of course not. But would you like to receive tailored location-based offers and recommendations of what apps your friends are using? Yes, indeed!
Walk down any New Zealand main street and you’ll see one of the greatest behavioural transformations of this or any other decade.
P
The biggest growth rates in New Zealand’s internet advertising were seen in mobile and online video
Spotlight on mobile: Mobile advertising allows better measurement and personalisation – but what about privacy?
Entertainment and Media COnTACT: Paul BraBin
pArTner And digiTAL MArKeT LeAder
T: +64 9 355 8210
AddingValue
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Alongside more sensitive presentation of the choices on offer to consumers, the solution to the privacy issue lies in providing transparency to consumers around the usage of their personal information, and giving full control over what data they share with whom. Companies also need to implement effective cyber security to give people confidence their personal information will be safe.
Building on our research, we believe mobile advertising can succeed by blending three key attributes of engagement, identity and insight to connect with consumers.
• Engagement – Deep engagement with consumers drives the economic exchange inherent in mobile advertising. Advertisers can build it by providing people with value and a positive user experience, through relevant, convenient offers and messages that reflect their interests and context.
• Identity – Consumers need to feel the advertiser knows who they are and respects their identity, privacy and individuality. This means enabling them to opt in or out, to decide what they’re willing to share or keep private, and to trust the company not to use their information for anything they haven’t agreed to.
• Insight – This involves informing consumers about choices made by other like-minded people, and recommending products and services that enrich their lives, driving both transactions and engagement. This might happen once a month or five times a week – but either way, it’s much appreciated.
Understanding where consumers and advertisers are spending their money in the entertainment and media industry can help inform many important business decisions.
If you’d like to explore our findings further with us, please do get in touch.
Spotlight on mobile: Mobile advertising allows better measurement and personalisation – but what about privacy?
Source: The new digital ecosystem reality: Mobile advertising strategies for increased success, PwC
Onine shopping patterns: name, household income, birth date, email address
Gender/marital relationship
Household computer: TV programming preferences, online movie/video/gaming patterns and preferences
1.7
1.9
Current location (mobile device), employment history
2.0
Web browsing history: cell number, medical/financial info, mobile short message service detail
11–17%
41–50%
53–65%
81–93%
30%
Digital locker access: mobile call history, mobile contacts, email contacts, social network password
4–7%
3%
Highly willing
Highly unwillingSocial security number#
Source: The new digital ecosystem reality: Mobile advertising strategies for increased success, PwC
How willing are consumers to share their personal information?
Spring 2014
ecently we co-hosted a Trans-Tasman Business Circle luncheon with Bill English
at Te Papa on 23 July.
PwC Partner, Hamiora Bowkett greeted the audience of 200 and introduced guest speakers - Deputy Prime Minister Bill English and Australian Treasurer Joe Hockey.
As first speaker, Joe Hockey highlighted the huge opportunity for New Zealand as the ‘food basket of Asia’, and said Australia was set to become the world’s biggest gas exporter.
He also discussed providing some relief for New Zealanders living in Australia who were not able to access all of Australia’s social welfare and health entitlements.
Bill English commented on Australia’s slow but steady structural reforms of the 1980s, to early 2000s, contrasting them with New Zealand’s ‘crash or crash through approach.’
Bill English and Joe Hockey: The New Zealand and Australian economies
COnTACT: Hamiora BowKett
COnsuLTing pArTner
T: +64 4 462 7134
R“New Zealand – the food basket of Asia”
Joe Hockey
11
Trans-Tasman
Images sourced from Trans-Tasman Business Circle
AddingValue
Upskill with usWe provide practical, up to date training for professionals, business leaders and advisors focusing on today’s business issues and tomorrow’s challenges.
For more information on our seminars and to register online, please visit training.pwc.co.nz
• TaxEssentials – a series of seminars covering fundamental aspects of New Zealand’s tax rules, including:
– investment taxation
– managing tax disputes and finding certainty amongst the controversy
– operating cross border: the changing world
– residency and employee tax issues: the challenges of a mobile workforce
– GST.
• FactsonTax2014SpringSeries
• Professionalethics-doingtherightthing
• Effectivegovernance
• Immigrationcomplexities
• Corporatetreasurymanagement
• Overseasinvestmentseries
• Managingtaxcompliance
• Wealthplanningthroughpropertyinvestment
• Assetmanagement
Upcomingtrainingseminarsinclude:
12Spring 2014
ur business environment has fundamentally changed. Although the Global Financial Crisis is six years behind us, and many global economies are in varying stages of recovery, its legacy for consumers and customers means everyone is still searching for value.
So it’s not surprising that we’ve seen an unprecedented focus on reducing costs. Initiatives are typically tactical with a short-term focus including reducing headcount, selling, freezing salaries, decreasing discretionary spend and eliminating internal projects.
However, the challenge is that these initiatives are often put into practice without considering their long-term impact and viability; and therefore cost savings achieved in the short term eventually leak away.
Most businesses can reduce cost but are poor at delivering long term sustainable savings. We need to take a more strategic approach to cost reduction, and make structural changes to businesses, to deliver the best results.
Stagnating revenue growth. Rising inflation. Intense competition. Pressure on pricing. Shrinking margins. Changing business models. The list of challenges facing businesses goes on. So it’s now critical to look at cost strategically.
Cost cutting: Break the never- ending cycle
O
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PwC’s 17th Annual CEO Survey showed that:
73% 2/3
less than 30% of cost programmes hit their original target
of CEOs have cut costs in the last 12 months
of CEOs plan to cut costs in the next 12 months
...with less than half of these able to demonstrate sustained savings for three years or more
COnTACT: neil HaineS
COnsuLTing pArTner
T: +64 9 355 8625
Reducing cost COnTACT: SCott mitCHell
COnsuLTing pArTner
T: +64 9 355 8131
AddingValue
•Lackofastrongfoundation. Businesses lacking financial discipline, stable cost management practices and an in-depth understanding of their cost baseline will have difficulty identifying and tracking cost reduction opportunities.
•Dippingintothesamewell. Businesses tend to repeatedly focus on the most visible costs and often fail to address baseline operating costs and third-party spending where significant opportunities also exist.
•Failuretoaddresscostmanagementandcontrol.Businesses regularly focus on reducing costs without addressing their spend culture. Therefore old structures and processes survive.
•Inabilitytomeasureresults. Cost reduction activities often get lost within annual operating results. Without a strong monitoring process, it’s difficult to know whether cost reduction plans are achieving desired results.
•Differentpoliticalagendas. Differing goals, vested interests and individual behaviours hinder objectivity, decision-making, business cohesion and therefore cost reduction attempts do not deliver sustainable improvement.
•Newinvestmentsareunderfunded.Investments in areas such as digital are underfunded, however, excess costs still remain in the business.
Cost cutting: Break the never- ending cycle
14
Why do most cost reduction attempts fail? Most businesses fail to achieve and sustain target cost savings. Costs tend to be ‘pushed around’ instead of removed. There are a number of reasons why cost reduction attempts fail:
More info on reducing cost
Spring 2014
Solving the problem
It’s important to address the root cause of costs, which may require both system and behavioural changes. We draw on our cross-functional experience to provide a complete and rounded cost reduction programme.
We’ll work with you to implement the right operating model. Starting with the largest components of your cost base, we can examine what is creating costs, including budget structure, products and services.
The procurement function is an obvious target, but we’ll also look at balancing service levels and supply risk.
How we think about costs
We categorise costs so that businesses can clearly understand their options. Most businesses are already doing without or doing better by addressing more visible costs and creating efficiencies. The next step is to make more significant and sustainable savings by doing with less and doing things differently. That means reducing infrastructure and reducing cost base.
15
people products & services
technology tax
property vendors & supply chain
80%of your cost base
AddingValue
The benefits of addressing costs strategically
Your business will be more agile to adapt to market challenges – supported by a simplified and consistent approach delivered by people with the right mind-set to sustain savings.
You can simultaneously tackle cost reduction and cost management and control.
We address all the priority spend categories:
We also focus on:
• reducing non-essential spending
• clarifying business cost drivers and improving accountability
• tackling the business’s cost culture and behaviours.
You could see significant benefits from taking a strategic approach to cost reduction:
• up to 25-40% reduction in cost base for the long term
• a new and flexible operating model and organisation structure better able to respond to new market realities
• a restructured cost base, aligned to the new operating model and sized to support the future shape of the business
• a cost conscious mind set, amongst all your people, driven by new skills and behaviours, resulting in on-going improvements
• recognition from external stakeholders for savings achieved which can be independently verified and realised at P&L level
• ability for the programme to be self-funded by early savings.
Transform the way you’re structuring, organising and managing your cost base to keep ahead of the competition.
16
Permanent staff costsRe-examine reward and KiwiSaver provisions. Are your KiwiSaver liabilities overstated? Have you injected non-core assets into your KiwiSaver ? As a last resort, are your severace packages still competitive?
Third-party spendRather than focusing exclusively on supply, sources of demand within the organisation must be included. Aligning procurement with the rest of the busienss can produce huge savings and encourage better buying decisions.
Temporary staff costsContractors are not a cost effective replacement for permanent staff. Have you negotiated day rate reduction? Are lower rates introduced after a set period?
TechnologyIT consumption must be challenged, prioritised and aligned with business needs, with ‘nice to have’ services scaled back or eliminated altogether.
Spring 2014
17
With skill shortages on the minds of many CEOs, international staff mobility can often be critical to a company’s survival.
o many businesses would have been pleased with a recent update from Statistics New
Zealand indicating net migration has surged to an 11-year high.
But how do we best leverage international employees to support our growing businesses?
The Organisation for Economic Cooperation and Development Secretariat recently reviewed New Zealand’s labour migration policy, assessing its effectiveness in meeting labour market needs while minimising adverse socio-economic impacts.
Overall, the report found that New Zealand’s labour migration policy is functioning well, especially from the perspective of migrants being employed, and in jobs that are aligned to their qualifications.
The findings showed that more than a quarter of our current workforce is foreign-born. Over 54% of New Zealand’s workforce hold foreign passports and approximately 25% are work visa holders. The cultural diversity brings with it the opportunity to think differently about the way we do business.
The ‘expat assignment’ has changed. More people are working overseas for shorter bursts. But this short term immigration is increasingly being challenged by borders.
A family not settling in a certain location can result in a disengaged employee; cost a company thousands in moving and recruitment costs. Many organisations learn this the hard way.
The solution is a simple yet robust global mobility programme.
Our Global Talent and Immigration team has helped move engineers, medical staff, accountants, retail professionals, and high profile business people. While all unique in their own right, the concerns with moving to a new country are always the same - immigration pathways, tax implications, schools for children and jobs for partners.
We’ll work with you to develop a mobility strategy that provides a unique experience for your mobile workforce. We’ll protect your company from the tax risks or immigration obligations and ensure your people have a seamless experience and create opportunities for your business.
S
More than a quarter of New Zealand’s current workforce is foreign-born
Business immigrationOn the move
Immigration COnTACT: miCHael Bignell
pArTner
T: +64 9 355 8060
COnTACT: Clare montgomerie
seniOr MAnAger
T: +64 9 355 8804
AddingValue
8
Business immigration
Over 300,000 small to medium sized businesses are expected to come on the market over the next five years as the baby boomers reach retirement.
any of these business owners believe that selling a business is just as easy as selling your
home. In reality it’s not as simple as erecting a ‘for sale’ sign and banking the cheque.
We have the right mix of practical experience and technical knowledge to help you choose and execute the right option to achieve your long-term goals and optimise the value of your business.
M
Business SalesHelping you do more. Is your business ready for sale?
We’ll guide you through the selling process.
Step four:Pre-settlement obligations, final execution and settlement, and post settlement obligations.
Step three:Negotiation of final sale and purchase agreement, and management of due diligence.
Step two:Preparation and distribution of information to agreed interested parties.
Step one:Pre-sale review, development of strategies and contacting of potential purchasers (on a no-names basis).
To find out more about a free no-obligation ‘Come think with us’ session, please visit businesssales.pwc.co.nz.
How can we help?
18Spring 2014
19
s part of the exciting announcement of our
acquisition of Optimal Experience, Chief
Executive Officer Kris Nygren has become a
Consulting Partner in our firm, based in our
Auckland office.
Kris has a colourful professional background
leading innovation, strategy, marketing and
business growth in e-commerce, global dairy
and financial services industries in New Zealand
and Europe. He is a resident advisor in leading
New Zealand start-up incubator The Icehouse
and a hands-on director in multiple start-ups
including a biotech R&D company based in
Sweden.
As a Partner, Kris is developing our digital
and customer experience business, working
to incorporate the existing capabilities of the
Optimal Experience team - turning digital and
customer insight into action for our clients.
By combining digital and customer strategy,
creativity and execution, this will greatly add to
our offering, developing our clients’ experience
strategies and enabling us to stay with them
right through to the execution phase - meaning,
mobile app and website creation to the testing
of product experiences and service design.
A
NygrenKris
Partner, Consulting T: +64 9 355 8000 E: [email protected]
Who’s new
AddingValue
Exporting to Papua New Guinea• Thursday 14 August 2014, 9.00am – 11.00am
PwC Tower Level 22 188 Quay Street Auckland
• Free
Register here
Papua New Guinea is traditionally associated with the engineering and mining sector. However, economic growth is creating opportunities in a range of other areas such as agriculture, building and construction, food and beverages, education and the services industry.
Join our free session and you’ll hear from PwC staff based in Papua New Guinea as well as business people already operating there. Our presenters will share their experiences of setting up and running a successful business from Papua New Guinea. We’ll also reflect on recent trade missions and political perspectives.
Future sessions
If you’re not able to attend the Papua New Guinea event, register to receive invites for future export sessions including:
• United Arab Emirates - Late 2014
• Indonesia - 2015
PwC Overseas Investment Series
20
Currently, exports contribute 30 per
cent of gross domestic product to the New Zealand economy.
The Government intends to increase this to
40 per cent by 2025.
Against this context, we’re running a seminar series focused on doing business and investing
overseas.
Are you a business owner or senior business leader considering the opportunities of expansion into overseas territories? Or maybe you’re already doing business in another country and want further information?
andwe’llprovideyouwiththeanswersyou’relookingfor.
Join our free Export Seminars
Spring 2014
© 2014 PricewaterhouseCoopers New Zealand. All rights reserved. PwC refers to the New Zealand member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.
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