Bay of Plenty Business News July/August 2017

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From mid-2016 Bay of Plenty businesses have a new voice, Bay of Plenty Business News. This new publication reflects the region’s growth and importance as part of the wider central North Island economy.

Bay of plenty

JULY/AUGUST 2017 VOLUME 2: ISSUE 13 WWW.BOPBUSINESSNEWS.CO.NZ FACEBOOK.COM/BOPBUSINESSNEWS

City leaders outline contrasting

themes for Tauranga’s future

Looking ahead: Tauranga mayor Greg Brownless, WBOP MP Todd Muller and Toi Ohomai chief executive Leon Fourie.

The recent Tauranga City Leaders’ Lunch

sparked more attention than usual for this

annual event, largely because of Western

Bay of Plenty MP Todd Muller’s comment

that historic rates rises had not been high

enough to meet the council's vision for

the city.

By DAVID PORTER

Mayor Greg Brownless

floated the idea of

Government sharing

some of the GST income

it raises to help cities like

Tauranga that are growing

faster than their rates base

allowed for new infrastructure

and services. And Toi Ohomai

Institute of Technology chief

executive Leon Fourie laid

out a substantive vision for

the Bay in which educating to

meet the needs of a changing

world figured high, a view

supported by all of the speakers.

Stan Gregec, chief executive

of the Tauranga Chamber

of Commerce, which hosts the

annual lunch, said it was an

opportunity to hear the views

of city leaders on Tauranga’s

growth opportunities.

“Each speaker looked

out boldly ahead and shared

a common theme around

change, technology and how

we need to think differently

for the future to meet our individual

and community needs.”

Todd Muller had been

responding to a question from

the floor on funding for more

amenities and infrastructure,

saying it was his personal

observation as a longtime city

ratepayer that any dispassionate

observer could see the

Continued on page 3

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2 BAY OF PLENTY BUSINESS NEWS July/August 2017

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BAY OF PLENTY BUSINESS NEWS July/August 2017 3

City leaders outline

contrasting views on

Tauranga’s future

From page 1

council had underinvested in

community amenities over the

past 40 years.

Historic rates rises had not

been high enough to meet the

council's vision for the city

and the council needed to "sell

the vision", and make the case

for the investment that was

needed, he said.

“They should be very clear

about what amenities they

think Tauranga needs over

the next 10 years, and they

should be very upfront about

the costs. I think there's a

greater appetite for that in the

community than we've ever

seen before.”

Mayor Greg Brownless

responded that he did not

believe people were clamouring

for rates rises beyond

reasonable limits, and suggested

the current rating system

placed too much burden

on homeowners. Meanwhile,

local councils were assuming

more of what had previously

been central government’s

responsibilities.

Muller, in his main address

to the lunch meeting - which

attracted more than 100 local

business people and community

leaders - noted that the

city was still having debates

around buildings and amenities.

“They are critical debates

to have and critical building

blocks for success,” he said.

But the city’s real maturity

would come when it could

focus on the people who

would innovate and imagine

the future, he said.

“I think we’re on the cusp

of huge opportunity for this

country and this city,” he said.

“The main opportunity for

me is our people - I do not

believe we invest enough in

our people. We need to reflect

on how we value our people

and how we are going

to invest in their capability.

We need a culture that learning

is not [just] something

that happens at educational

institutions, but is something

invested in by your employer

and yourself over your career.

And if you don’t, then you run

the risk of being left behind.”

Muller said Tauranga had

more connectivity between

the formal and the informal

education sector than most

other regions, but that the

benchmark needed to be set

high.

“We have to push ourselves

and our business and

educational institutions to be

able to respond to the needs of

the future.”

Mayor Brownless noted

the huge challenges posed by

growth. While acknowledging

the recent interest free loan

made available by the government’s

Housing Infrastructure

Fund, Brownless said the

growth pressures raised the

issue of local government virtually

relying on a property

rates system for its income.

“As I’m looking to the

future in this speech, I should

say that we need other sources

of funding and the one that is

becoming more obvious to me

is a portion of the GST raised

in this area.”

The mayor also noted the

challenges created by being

an ageing community.

Already 18 percent of

Tauranga’s population is over

Struggle to fill parts

of learning pipeline

Toi Ohomai’s Leon Fourie emphasised

the need for all parties to collaborate to

support regional development.

“We succeed more often in finding the

right solutions to the wrong problems than

finding the wrong solutions to the right

problems,” he said. “So, we do need to start

by truly understanding what exactly the

problem is we are trying to solve before we

leap into solutions.”

In 2015 there were 3865 school leavers

in Bay of Plenty - of which 37 percent identified

as Maori. Of these 2980 or 77 percent

have transitioned to some form of tertiary

education and 885 or 23 percent have not –

and of the 885 a total of 455 or 51 percent

identified as Maori.

Of those that transitioned to tertiary 35

percent enrolled at Toi Ohomai; 20 percent

enrolled at Wananga, Industry Trade organisations

or private training establishments;

and 45 percent at universities. However,

this is mostly at universities outside Bay

of Plenty.

Fourie said less than 14 percent

of scholars who left the region to study

65 compared with 13 percent

nationally, with nine people

aged over 65 for every 10

children aged 0 to 14.

“There will be major

changes in the job market...

most people will have to

change jobs seven or eight

times during their working

life... The good news is that

the experts predict there will

be plenty of jobs, just in different

fields.”

Brownless noted that

indicated they were studying at another

institute of technology elsewhere in New

Zealand, suggesting that Toi Ohomai

satisfied the applied professional and

vocational skills training need to the greatest

extent locally.

Bay of Plenty employment forecasts over

the next three years indicate job growth of

5.1 percent in construction or another 2277

jobs, business services at 3.8 percent or

2012 jobs and health and community services

at 2.9 percent or 1576 jobs.

“As a sector we are catering for the

need,” said Fourie.

“However, the dilemma is that in each of

these areas the number of places available

for study are not taken up – so, while the

need is there we often simply do not have

sufficient pipeline interest... It is a problem

that is not unique to Toi Ohomai nor to our

region. With specific programmes, all institutions

struggle right across New Zealand,

and specifically so in engineering, construction

and other related trades. A major

challenge remains to convert this latent

demand for skills.”

immigration could fill any

skills shortages. “If we are to

counter that we will have to

completely modify our education

and training and will need

to ensure it responds quickly

to change.”

End-to-end bookings

at busy arena

It has been an incredibly busy

period for the whole of ASB

Baypark staff over the last

four weeks with end-to-end

bookings ranging from training

seminars to an environmental

chemical spillage disaster

recovery exercise, involving

emergency services and an

overturned road tanker.

Falling in-between and far

more palatable was the much

awaited Seriously Good Food

Show organised by Bay Events

Ltd, which is always successful

in pulling the crowds looking

for culinary delights. This

year, highlights included The

Bachelor couple Art Green and

Matilda Rice in a cook-off (pictured).

There was also no let-up

in the sports calendar, with

the inaugural NBL basketball

semi-final and final held in the

main arena along with the playoff

round for the Waikato Bay

of Plenty Magic netball team.

Although they managed to win

the game, they unfortunately

failed to qualify through to the

next round.

Horticulture New Zealand

recently opened its conference

at the ASB Baypark Arena and

it was a pleasure to host this

event for the first time which

catered for more than four hundred

delegates and trade representatives

over a three day period.

A typical conference of this

scale has an economic impact

of around $500,000 on the local

economy.

The scheduled Winter Jam

offers a venue for car enthusiasts

to show off their custom

cars, swap ideas and perform

pre-arranged and organised

burnouts. With music, competitions,

trade stands and kids

activities a fun day is always

enjoyed by competitors and

spectators.

Up-and-coming events

include:

• Winter Jam - July 22

• Battle In The Bay - August 5

• Womens Lifestyle Expo -

August 19 - 20

• Zoetica Tarnished Frocks

and Divas - August 30 -

September 2

• Tauranga Gala Dinner -

September 29

• The Sound of Music -

October 9

• Hoopnation - October 21 -

23

• Saturday Night Fever –

November 18

• Summer Christmas Party –

December 1 - 2

0800 850080 | recruit@talentid.co.nz Tauranga • Rotorua • Taupo


4 BAY OF PLENTY BUSINESS NEWS July/August 2017

Hi-tech research institute

gets go-ahead in Tauranga

Priority One and the University of Waikato, working with a group

of eight regionally based businesses, have secured $8.4 million in

investment from government to help establish a new technology

research institute in the Western Bay of Plenty sub-region.

The Ministry of Business

Innovation and

Employment (MBIE)

last November announced a

second round of funding for

the regional initiative, first

From the editor

As Tauranga mayor Greg Brownless

pointed out at the recent City

Leaders Lunch - the focus of this

month’s cover story - the city is ageing

faster than the New Zealand average.

Already 18 percent of our population

is over 65, compared with 13 percent

nationally. We currently have nine people

aged over 65 for every 10 children

aged 0 to 14.

Meanwhile, the Bay of Plenty region

is grappling with the strains produced

by the need to finance infrastructure to

meet the growth in business and housing

development and the region’s attractions

continue to bring in. This week’s

cover story looks at the implications

for employment, and in particular, the

need to have an education that can cope

with the constantly changing demands of

future career paths.

Good news this month is that

Tauranga has finally secured government

funding to set up one of only a few

regionally based regional research institutes.

Based on feedback from previous

unsuccessful applications, Priority One

and the University of Waikato worked

closely with a number of hort-focused

tech businesses to create the Plantech

concept, the strength of which lies in its

potential to commercialise innovation.

We look at the row between honey

producers and the Ministry of Primary

Industry about a new standard being set

to verify levels of Manuka, with producers

asserting that the proposed new tests

are inaccurate.

We report on a new report confirming

the massive projected growth for

kiwifruit, and examine what the implications

are for the Bay’s infrastructure.

And we dig beneath the ongoing

and very public row between Tauranga

announced in Budget 2015.

The Bay’s successful application

- lodged in February

- took into account feedback

from MBIE and local businesses,

following a submission

that failed in the first

round of funding, early last

year. In particular, it focused

more specifically on horticulture-related

research and

innovation.

Moana Iwi, who are protesting attempts

by Hauraki iwi to claim rights in the

Bay. Local iwi say that if Hauraki succeeds

in its claims, it could have a

long-term negative impact on development

in the region.

David Porter

Editor

The companies involved in

the founding group for the

Bay initiative - which has

the working name Plantechincludes

Bluelab, Cucumber,

GPS-It, Eurofins, Plus Group

Horticulture, Trimax Mowing

Systems, Waka Digital and

Zespri International.

The Plantech concept aims

to accelerate innovation in

the Western Bay, using the

region’s horticulture industry

as a testing ground for

Robotics Plus Apple packer

new technologies and services.

Through the participating

companies, Plantech’s

research will be commercialised

nationally and globally in

markets ranging from sports

fields to hydroponics, to

logistics, to primary industry

land use, as well as horticultural

technologies.

“This is a hugely exciting

development for the Bay,”

says Brett Hewlett, chairman

of Priority One. “The

Plantech concept will see

leading edge, commercially

focused research and development

expertise in our region

and provide important new

resources to our companies.”

Plantech aims to accelerate

growth of individual companies

as well as build regional

and national capability in

application of advanced technologies.

“Plantech will power up

our collaboration with other

horticulture-focused businesses

and science institutions,”

says Dr Alistair Scarfe,

founder and chief technology

officer of Robotics Plus.

“Through partnerships forged

in Plantech, we will strengthen

hi-tech exports while also

giving New Zealand primary

industry a hi-tech productivity

boost.”

Matt Flowerday, founder

and chief executive of GPS-

It said he had travelled the

world looking for a hort-focused

innovation centre and

was yet to find anything suitable.

“I’m extremely excited to

have the opportunity to help

create one on my doorstep

and use it as a springboard to

take on the world with New

Zealand created innovation

and technology.”

Plantech will employ a

team of experts in data sciences

and automation and will

focus on premium, natural

plant production. It will also

collaborate with local industry,

research organisations and

international partners.

Plantech will be established

as a new private company,

headquartered in the

Western Bay sub-region. It is

planned to be operational by

the end of 2017, pending the

finalisation of arrangements

with MBIE.

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BAY OF PLENTY BUSINESS NEWS July/August 2017

Manuka honey industry

wary about ministry’s

new standards

Manuka honey producers in Bay of Plenty

and beyond are waiting anxiously to

see what decisions Ministry for Primary

Industries (MPI) will make around the

recently released Manuka honey standards.

By RICHARD RENNIE

The Manuka standards

were released earlier this

year after three years

of scientific development by

MPI. However, producers

have expressed growing concern

over the new standards’

accuracy and level of sensitivity

to Manuka levels in honey.

More than 100 submissions

have been sent through to MPI

on the proposed standards.

A standard for Manuka

honey has already been developed

by the UMF Honey

Association, with the majority

of producers already signed up

to its standards. Association

spokesman John Rawcliffe

said the industry had taken

leadership in establishing

its own standard, which was

generally already accepted by

industry and overseas markets.

“In my mind the job has

been done positively and constructively

with respect to protecting

NZ Inc. and any disruption

to that risks broadening

the definition of Manuka

will be unhelpful,” he said.

“I just hope the ministry

has taken on board the large

number of science-based

results to ensure continuity for

the industry.”

Rawcliffe said processors

were particularly irked by MPI

failing to share the full scientific

background of its tests

with them, yet expecting them

to submit on that test.

“We are basically being

expected to enter submissions

in a void, and those submissions

will equally be reviewed

in a void.”

Wendy Mossop of Bay of

Plenty producer Mossop’s

Honey urged MPI staff, once

they had read the submissions,

to sit down with the industry

to discuss what its plans were

for the standards.

“Rather than several

months to a year, MPI is

expecting them to be in place

within weeks,” she said. “It

is very rushed, and they risk

Mossop’s Honey’s Wendy

Mossop: MPI needs to

take its time and get the

standards right.

compromising the value of the

standards here and overseas if

they mess this up.”

Particular concerns include

the use of certain chemical

markers in the MPI test, and

the low threshold for multi-floral

honeys containing

Manuka. This included

Kanuka honey, which could

pass the Manuka definition,

producers say.

The MPI tests have also

proven to deliver “false-positive”

test results for non-Manuka

honey, and to have failed

to identify high UMF Manuka

as even being Manuka honey.

Victor Goldsmith, interim

chairman of the Ngati Porou

Miere Manuka partnership,

said he hoped MPI had listened

closely to the concerns

raised over the standards it has

developed.

“We really will not know

until MPI comes back with a

decision on the submissions.

MPI has been talking the talk

about listening to our concerns.

We have made it clear

to MPI it needs to get this

right.”

Honey processors have

claimed Chinese Manuka

importers were putting pressure

on MPI to get the standards

in place, or else New

Zealand risked a loss of market

access. MPI has denied

that this threat exists.

“They have been looking

at this from the scientific view

and not understanding the consumer

view on Manuka honey

as well,” said Goldsmith.

“We will not be rushed into

a position of accepting these

standards just because a major

trading partner has threatened

to close the door on it.”

Goldsmith said for iwi

honey producers on the East

Coast, the proposed MPI

standards represented some

real threats to their viability.

One producer has found its

high grade UMF 20 Manuka

honey failed the MPI test for

purity.

“For us on the East Coast

with high grade Manuka this

is a real problem. We have

UMF20 honey and know the

value of that honey. You could

potentially wipe millions of

value off the regional economy

if that honey is devalued.”

Honey producers are especially

concerned because

MPI’s standards risk cutting

across another area it is tasked

with overseeing, namely

regional development programmes

that often incorporate

Manuka honey as part of

that development. This is the

case on the East Coast, Eastern

Bay of Plenty, Northland and

Central North Island.

In response to increasing

processor concerns over

the validity of the tests, MPI

emailed a response to the

industry in late May. The letter

reiterated MPI was confident

the test methods were accurate

and sound. Unexpected results

were attributed to sampling

errors or laboratory practices.

Apiculture NZ chief executive

Karin Kos said the industry

group had submitted on

the tests.

“We did not think the tests

were quite there yet, and we

all want to have a robust definition.

There is still work to

do there.”

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6 BAY OF PLENTY BUSINESS NEWS July/August 2017

How temp workers can add

value to your business

HUMAN RESOURCES

> BY KELLIE HAMLETT

Director, Recruitment & HR Specialist, Talent ID Recruitment Ltd

There tends to be some big

misconceptions around the area of hiring

temporary workers in your business.

If you are keeping an eye on

HR and employment trends,

then you will know that

there has been a large focus

around a contingent-flexible

workforce and work-life balance.

The reality is that in

2017 and beyond, your workforce

needs to be flexible and

reactive for optimal profits

and success in a competitive

and saturated marketplace

such as New Zealand.

The big misconceptions

The most surprising fact to

most people might be just how

widely temporary employment

is utilised across a wide

range of industries and fields,

from medical to creative services,

project management

and human resources, to technical

and trade-related roles.

There really are no barriers.

There is this misconception

that temp employees tend to

be in roles such as receptionist

or administrator. However, a

temp can be as qualified as

you need. They come from

every industry and profession

and can be as skilled,

degree-qualified, or registered

as required, with many adding

value through their ability to

slip into a new environment,

team and culture with ease.

Another myth is that temp

employees cannot get permanent

work and therefore

must not be good employees.

Again, this is a huge misconception.

People choose to

temp for all kinds of reasons.

Whether it is because they

have just moved to the region,

or enjoy the freedom of knowing

they are not tied down to

a permanent role, they enjoy

the variety and flexibility or

for pure lifestyle reasons.

Temporary workers are often

actually the best employees

because they get to have a

large exposure to many different

industries and workplaces,

systems, and processes. They

also come with the flexibility

to work around your individual

work-load requirements,

and can be on-call on an as

and when basis.

Contingent-flexible

workforce

CareerBuilder found that last

year (2016) 42 percent of

companies planned to increase

temporary hiring, with 43 percent

hoping to transition temp

talent to full-time superstars.

Temp employees are being

used by growing companies

and more established businesses

to jump over the skills

gap and address needs head

on.

Having a temporary workforce

can be hugely beneficial

in terms of fluctuation

for a business. Contingent

workers, in a sense, are on-demand

talent, the “Netflix” of

the employment world if you

like. Contingent workers can

be characterised as temporary

employees — they are not

full-time employees of a company

and once their project

is finished, the contract has

ended.

To label them mere temps,

however, discounts the full

scope, high-tech nature and

complexity of today’s on-demand

workforce. After polling

some 200 HR, procurement,

and finance executives,

research underscores the rise

of the contingent worker

class, specifically, finding:

• 92 percent of enterprises

indicated non-traditional

staffing was a vital to moderate

facet of their overall

corporate strategy.

• 32 percent of the average

company’s workforce fell

into the contingent or contract-based

category.

• In 2017, contingent workers,

including independent

contractors, statement-ofwork-based

labour and

freelancers, will account

for nearly 45 percent of the

world’s total workforce.

How we can help

From one day to one month or

more, Talent ID has the ability

to source staff from a wide

pool of candidates covering

a range of industries. If its

flexibility you are after, or

have a specific project you

need resourcing for, Talent ID

can take care of the people

side of the business for you

– leaving you free to do what

you do best.

Tips for setting up a small business

There is no question that

starting up a business is

a bold move that requires

everything from vision and

passion to plain hard slog.

And perhaps most importantly

knowledge, which as we know,

is power.

This month, we offer some

tips to help people thinking

about setting up their own

business.

Knowledge.

Thorough research before

starting ensures you’re making

the best informed decisions

possible and reducing the risk

of failure. More importantly,

it usually means you will be

ready to put mitigation tactics

into your business or personal

life to protect your future

– such as insurance policies,

buy-sell agreements, use of

Trusts for asset protection, etc.

Why are you doing this?

It seems fairly obvious, but

making a thorough analysis

of the reasons for starting a

business is a process that’s

often overlooked. Sit down

and define your reasons and

specific goals, and then objectively

assess whether or not

your business plan is able to

deliver on these goals.

Your market.

Know who your market is,

how your product or service

will meet the needs of this

market, and what your point

of difference is from other

competitors operating in the

market – both nationally and

locally. Remember that marketing

is about the four Ps

– Product (or service), Price,

Place and Promotion.

Know your strengths and

weaknesses.

As a start-up business, you

need to be able to leverage

off your strengths and bring

people into your business to

fill the gap where weaknesses

lie. Work with some friends

on a SWOT (Strengths,

Weaknesses, Opportunities

and Threats) analysis to ensure

you’re well-positioned to plug

gaps and leverage advantages.

MONEY MATTERS

> BY STEPHEN GRAHAM

Stephen Graham is director and managing partner at BDO Rotorua,

Chartered Accountants and Advisers. To find out more visit bdorotorua.co.nz

or email rotorua@bdo.co.nz

Hard slog.

Understand that a start-up

venture will require you to

work twice as long and hard,

for half the pay – certainly

over the short to medium term

– to build a great business.

Exit strategy.

Before you get in, think about

how you will get out. Work

with professional advisors

to develop an exit scenario

that could include a strategy

to cover any worst-case

scenario, or simply a plan

to ultimately sell or remove

yourself from the day-to-day

operations.

Learning

One of the best ways to learn

is from those who’ve already

trodden the path. So seek

advice from those who already

in business and doing it well.

Join your local Chamber of

Commerce and local business

discussion groups and networks.

Expert advice.

Be willing to invest in a business

advisor to ensure you’re

making smart decisions from

the outset. You need a trusted

business partner, so choose

based on both their skills and a

good personality/values fit.

Finance & structure.

Consider the capital structure

and funding of working capital

very carefully. Too many

businesses fail from being

under-capitalised. The structure

you choose – whether

it is a trust, company, partnership

or sole operator –

will provide different tax and

legal benefits, depending on

the nature of your business.

It pays to get advice on this

matter.

Plan, perform, measure.

Set realistic goals for your business

for the first three years

and measure your performance

against these goals.

Commitment and resilience.

Finally, remember that successful

entrepreneurs are all

extremely persistent. They have

good reasons to believe in their

offering, and they find ways to

navigate through obstacles.


BAY OF PLENTY BUSINESS NEWS July/August 2017 7

What businesses can learn from NZ’s

America’s Cup win

CORPORATE INSIGHT

The stunning win by Emirates Team

New Zealand at the America’s Cup has

understandably been met by jubilation

nationally, and of course in Tauranga, home

town of winning helmsman Peter Burling.

But aside from any economic

or other returns

to come from showcasing

our technology and boatbuilding

skills, and hosting the

next cup, ETNZ’s result has

some great lessons for anyone

involved in helping to create

and sustain a business. And

indeed for anyone wanting to

achieve a personal goal.

It is now accepted, both

locally and by ETNZ’s competitors,

that the New Zealand

team won against incredible

odds and against much

more lavishly funded campaigns.

As Jimmy Spithill

The advantages of professional management for

commercial property owners

Out of town investors

often purchase investments

outside the cities

or towns they live and would

usually invest in to provide

them with more opportunities

and more favourable yields.

Managing a property under

and Larry Ellison found out,

it’s not always possible to

continually screw the scrum,

bully, or successfully buy your

way to a win.

So what are the key lessons

that business people can take

away from the NZ campaign? I

think they are as follows:

• Set a very clear simple goal:

Tell people you have done

so - and not just any people,

but specifically those

who are interested and will

influence, encourage, support

and hold you to your

goal ambition.

• Know exactly who and

these circumstances can be very

daunting. More often than not,

owners do not have any knowledge

or relationship with local

contractors when issues arise

with tenants and the building.

Lacking those relationships

leaves landlords open to poor

what resources you need

and why: You need to know

what specific and absolutely

essential resources, relationships

and processes are

required as part of a team

approach to goal achievement.

• Engage with positive,

experienced and successful

industry people: Make sure

you access wise mentors

who have “been there, done

that” across most or all of

the areas of your endeavour.

• Continually look for areas

of improvement: Even if

you are successful at each

step along the way to your

goal, keep making incremental

imporovements.

Continual tweaking toward

perfection helps to gain

competitive advantage at

every turn. Remember that

the perfect result is always

the next one and is always

just around the corner.

• Involve everyone in the

team: Ensure you use all

of the resources of your

team to identify potential

strengths, weaknesses,

opportunities for improvement.

• Dare to be different: But

don’t go out on a limb just

for the sake of it. Know

exactly what the desired

competitive outcomes are,

of each of your points of

difference, and innovations.

Actual, measurable gains

and competitive advantage

must be the outcomes of

advice, poor workmanship and

over charging. Without that

preferred contractor relationship

a lack of response times

on urgent matters can arise.

Owners start to realise that

the distance between them

and their investment property

leaves them vulnerable to

issues arising that they are

either unaware of, or cannot

keep a close watch on.

Once investors have settled

into the benefits of having

their property professionally

managed, many are deciding

> BY ROSS STANWAY

Ross Stanway, the former long-term chief executive of Realty

Services and Priority One, has been an active member of the Bay

of Plenty business community for over three decades.

your points of difference.

• Know your competition:

Understand what needs

to be done, what must be

done, what will be done, in

order to beat the competition.

• Maintain absolute focus:

Stay locked on your plan

and any factors that require

it to be amended - remember

that it is your team,

your way, your gains, your

competitive points of difference,

but take into account

the conditions, the competition

and any “rules” of the

game.

• Have contingency plans:

to bring their other properties

into the management portfolio

to ensure their house is in

order should ill health strike.

Sudden death or long-term

illness is stressful enough for

families without having to try

and take over management of

their loved one’s investment

portfolio. They believe this

will create panic and stress for

Make sure you have options

to cope with the “what

ifs” for when things don’t

go according to plan, or

for when the unthinkable

becomes a reality.

• Be resilient: You need to

maintain quiet, but resolute

confidence underpinned by

total self belief to have the

ability to get up off the

canvas if you’re knocked

down. Understand you are

only as good as your next

performance.

And finally - Innovate,

Adapt, Train and Put into

Practise, then repeat. It worked

for ETNZ.

their already struggling family

members.

Professional management

will keep the properties running

smoothly, income coming

in and data and accounts readily

accessible for family members,

accountants and lawyers.

Is now the time to start

thinking commercial property

management?

Commercial

Property

Management

Bayleys Commercial Property Management covers both commercial

and industrial across the Bay of Plenty and New Zealand. Situated

in the middle of what is considered to be the Golden Triangle of

investment property is our results driven team.

We understand that to maximise the return on your property

you need:

Professional property management

A business partner that understands your investment,

views and goals

SPEAK TO BAYLEYS TODAY

Jan Cooney

Senior Commercial Property Manager

B 07 579 0609 M 027 408 9339

jan.cooney@bayleystauranga.co.nz

Brodie Thomas

Commercial Property Manager

B 07 579 0608 M 027 746 9218

brodie.thomas@bayleystauranga.co.nz

247 Cameron Road,

Tauranga

Success Realty Ltd, Bayleys,

Licensed Under The REA Act 2008


8 BAY OF PLENTY BUSINESS NEWS July/August 2017

Great journeys to keep

New Zealand moving

At the trAnsport Agency our focus is on providing

one integrAted lAnd trAnsport system thAt helps

people get the most out of life And supports business.

It’s about looking after the transport system with our partners, today and

for the future. We continue to innovate to make sure it is efficient and

sustainable, and unlocks opportunity.

The Bay of Plenty is a key part of the Upper North Island, which is home to over

half of New Zealand’s population, employment and GDP, and this is expected

to keep growing significantly. On behalf of the Government, we invest and

work with our partners to deliver an efficient, reliable and safe transport

system, which includes walking and cycling networks and public transport.

Work We Are involved in:

Public transport in Tauranga

SH2 Waihi to Tauranga business case

SH2 / SH29A Baypark to Bayfair link upgrade

SH29A Maungatapu underpass

Connect Rotorua business case

Tauranga Northern Link

SH29 Tauriko Network Plan

SH29A Poike Road cycleway

Urban cycling programme, eg: the Omokoroa to Tauranga cycleway

This work all contributes to targeting rapid growth, connecting and developing

the region, and keeping people safe.

To find out more

NZTAWaikatoBOP @NZTAWaiBoP www.nzta.govt.nz/bop


BAY OF PLENTY BUSINESS NEWS July/August 2017 9


10 BAY OF PLENTY BUSINESS NEWS July/August 2017

Kiwifruit growth could

pressure Bay of Plenty

infrastructure

The strong growth prospects for the

kiwifruit sector predicted in a University of

Waikato report have been met with some

caution around the findings from industry

players in Bay of Plenty.

By RICHARD RENNIE

The report compiled by

University of Waikato

professor of business

Frank Scrimgeour estimates

the sector will generate an

additional 29,000 full-time

equivalent jobs over the next

13 years, on top of the 11,000

jobs already existing in the

sector.

The report estimates kiwifruit’s

contribution to the

national economy will swell

out to $6.14 billion by 2030,

two and half times more than

the $2.6 billion it contributes

today. But with this projected

growth come some significant

demands upon infrastructure,

water, land and human

resources.

New Zealand Kiwifruit

Growers Incorporated chief

executive Nikki Johnson said

NZKGI would be having a

good hard look over the numbers

in the report.

She acknowledged the sector

was already having some

issues around labour, particularly

seasonal demands for

pickers. And as the volumes

of SunGold crop ramped up

with the 400ha of additional

licensed area coming on

stream from next season, this

was only likely to increase.

“The numbers do not surprise

me, but given the growth

projections it will require even

more people,” says Johnson.

“It does give us more

ammunition to take to central

government should we have to

look at seeking an increase in

the number of migrant workers

we require. The horticulture

industry has been doing

some good work to estimate

our future needs and is just

updating the data now.”

The Recognised Seasonal

Employer scheme, which enables

overseas workers largely

from the Pacific Islands to

come to New Zealand to work

in the horticultural sector, has

recently been increased from

9500 to 10,500.

The kiwifruit sector is not

a huge user of RSE staff. Last

season 5000 New Zealanders

accounted for 8000 of the seasonal

jobs, with about 1000

jobs filled by international

students, a similar amount

from working visa workers,

and RSE workers accounting

for the remainder.

“We may have to utilise

more of the RSE workers

in the future, but we would

have to provide a good case to

government to do that,” said

Johnson.

While students, tourists

and RSE workers may provide

the resources for seasonal

picking needs, Johnson

said there were specific skills

required for other seasonal

work, particularly pruning.

“It is an important part

of orchard management that

impacts upon crop quality and

yield, and requires developing

skills to do it properly.”

Johnson said she did not

see a lot of restrictions around

land availability for development,

particularly through the

eastern Bay of Plenty district

and on down through East

Coast-Hawke’s Bay.

“Labour and water are really

our two key areas of focus.

We are working with the Bay

of Plenty Regional Council

on managing water resources

NZKGI’s Nikki Johnson:

Labour and water are two

key areas of focus.

efficiently for the sector.”

The report attributes much

of the sector’s strong future

growth to one variety of kiwifruit,

SunGold, and estimates

without it the growth would

be only half the 2030 projections.

Johnson cautioned that

growers needed to remember

they were working in a biological

system that had been

hit once before with a disease

that brought severe consequences,

and to remember

lessons learned from the Psa

outbreak.

“I am a bit nervous about

that [(reliance]. We are working

with Zespri on continuing

to ask the questions on licence

release for SunGold. Clearly

it is a demand-driven crop,

with more wanting the crop

than can get it. We do not want

to release a lot of licences to

drop the value of the fruit. But

we feel Zespri is being relatively

conservative about it.”

The report promises Maori

will also get to share in the

returns, with the rising tide

lifting Maori returns in kiwifruit

from today’s $271 million

a year to $638 million a

year by 2030.

The Bay of Plenty region

includes some of the largest

areas of Maori-owned

land suitable for kiwifruit

production.

Bay of Plenty Maori wages

and salaries earned in the sector

are set to double from $22

million to $52 million a year

in that time.

TeHoripo Karaitiana, chief

executive of Maori-owned

kiwifruit company Te Awanui

Hukapak, said much of the

growth projected in the report

was being driven by the popular

SunGold variety.

“Those areas of the Eastern

Bay of Plenty, and the East

Coast-Wairoa districts have

land that has been identified

as very suitable for early start

high value SunGold crops,”

said Karaitiana.

The deep alluvial soils of

the East Coast region promised

good potential for the

high value crops over significantly

lower value maize. But

he was aware of the need for

greater skills in the sector for

Maori to reap all the benefits

the fruit could bring.

“Skills training is an industry-wide

issue and we need to

get more initiatives in place to

address this. We have developed

a Kiwi Leaders’ programme

focused on Maori,

but we need a concerted effort

behind that.”

He said central government

buy-in on training

was also essential, and fitted

with the government’s

desire to encourage regional

economic development. “But

you also need scale and you

need infrastructure behind

those orchards to bring jobs

as well.”

Zespri’s innovation manager

Carol Ward acknowledged

the pressure the growth would

bring on staffing.

“But I think the industry

is looking hard at ways we

can improve our efficiency

through technology to reduce

that drain on seasonal work

requirements.”

She said post- harvest processors

have been making significant

investment in infrastructure

and pack house technology.

Robotic harvesting

is also being developed, and

is estimated to be two years

from commercial release.

“I think the industry is only

becoming more resilient and

robust. We have a positive

market for SunGold, but we

are still investing significantly

in red kiwifruit, and a new

green variety that has a sweeter

flavour and ripens more

easily.”

KIWIFRUIT’S FUTURE

– THE NUMBERS

Generates 10,760 jobs in BoP, 2475 Maori jobs.

Additional 29,000 jobs to be created nationally by

2030.

SunGold variety is driving more than 75 percent of

projected growth.

Contribution to GDP is $2.6 billion, projected to lift to

$6.14 billion 2030.

Contribution to BoP GDP expected to lift from $867

million today to $2 billion by 2030.

Edgecumbe businesses rally back

By KATEE SHANKS

Edgecumbe businesses are

rallying in the aftermath

of the flood with many

back trading – albeit in different

locations.

Eastern Bay of Plenty

Chamber of Commerce chief

executive Gerard Casey said

three businesses had been

approved to receive money

from the Ministry of Business,

Innovation and Employment

fund established to help

flood-impacted companies

“get up and running”.

“Three applications have

been granted, a fourth is being

reviewed and a further 25

are currently going through

the application process,” said

Casey.

There had been complaints

regarding the robust evaluation

process, but business owners

were being guided through the

list of criteria, he said.

“I’m confident we have

reached everybody we needed

to, from here it is following

through with things until

achieving a result.”

Acknowledging that

the continued closure of

Edgecumbe’s Riverslea Mall

had created a “hole” in the

community, Casey said a

rebuild tender had been

accepted and work is expected

to begin soon.

“I really do believe we’re in

a good place right now. Many

businesses have been able to

begin trading – things are ticking

along nicely.”

Some companies have had

to move out of town. One

example is Nexus Signs, which

was set up by owner Kyle

Stevenson in Edgecumbe six

years ago. The first three years

he was based out of Peppers

Building Supplies, and after

that from a large shed at the

back of his College Rd home.

Unfortunately his home

was located directly opposite

the breach and was one of the

properties to bear the brunt of

floodwater. All he walked out

with, was his dog.

“Really early on I knew

I had to get motivated and

become operational,” said

Stevenson. “To be honest, I

didn’t get a lot of help, but

I had contracts to fulfil and

a staff member [Lincoln

Edwards] relying on me for

his wage.”

Stevenson said it was fortunate

one of his clients had an

empty building in Kawerau.

“He offered it to me and said I

could hold off on the rent until

I was open.”

It took Kyle and Lincoln

“a while” to get the former

mechanics workshop up to

scratch, but they are happy to

be back in business.

Meanwhile, it’s been a hard

slog from the BayVets and

Vets4Petz team who worked

round the clock to re-open

the doors of their Edgecumbe

business.

Last month, the hard work

was evident when BayVets and

Vets4Petz put out the welcome

mat to their temporary premises

on College Road, next to

Rangitaiki Home Kills.

During the first few days

it was just products from the

shop available to customers,

but the vets are now operational

from the premises.

Business owner John Dillon

said it had been important to

his team to be back in the

township and serving regular

clients.

“Edgecumbe is our head

office and we really want it to

stay that way,” he said.

Vets Erin McDonald, Donna Greene and John Dillon

are pleased to be back in business in Edgecumbe.

Nexus’s Kyle Stevenson and

Lincoln Edwards are now

operational in Kawerau.


BAY OF PLENTY BUSINESS NEWS July/August 2017

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12 BAY OF PLENTY BUSINESS NEWS July/August 2017


13

Mataatua manager William Stewart

outside the historic wharenui.

Kia Ngawari offers cultural

capability building for corporates

The Maori economy is fast becoming a

powerhouse of the New Zealand economy.

Businesses, particularly in post-settlement

regions, are having to engage with and

work within, Maori environments.

By KATEE SHANKS

For many, engaging within

the emerging Maori

economy can be a

daunting task. But a wananga,

Kia Ngawari, offered at

Whakatane’s Mataatua – Te

Manuka Tutahi Marae aims to

equip employers and employees

with the tools, skills and

knowledge needed to competently

engage with Maori

stakeholders in both formal

and informal settings.

The programmes will take

place within the Mataatua

Wharenui, New Zealand’s

only repatriated and most travelled

meeting house. Built in

1875, Ngati Awa offered the

house to Queen Victoria as her

Whakatane home-away-fromhome.

While the Queen didn’t

ever come to New Zealand, the

wharenui eventually ended up

in London and was visited by

King George and Queen Mary

in 1924.

Not long after the 24 metre

long, 12.5 metre wide, 7.5

metre high meeting house was

completed, it was shipped to

Sydney, then Melbourne, then

London, each time representing

its country of origin.

When returned to New

Zealand, Mataatua spent

70 years in Dunedin before

it finally came home to

Whakatane and was restored

on the original build site, ready

to share its story.

Mataatua manager William

Stewart believes the location

is ideal.

“Our sacred ancestral taonga

provides the perfect setting

for people to relinquish their

anxiety of making a mistake,”

said Stewart.

The Kia Ngawari concept

stemmed from the desire to

provide a programme that

teaches people the tools to be

comfortable working within

a Maori environment. “It

shouldn’t be the thing that

scares you the most, it should

be something enjoyable.”

Since taking on the manager’s

role 12 months ago,

Stewart said he recognised

employees at Mataatua had a

very diverse skillset and he

wanted to leverage those by

developing additional product

offerings.

“We aim to provide a safe,

welcoming and inclusive environment

where participants can

increase their knowledge of the

Maori world, view important

cultural concepts, teach local

Maori history and the Treaty

of Waitangi.”

Award-winning digital

experience Hiko: Legends

carved in light, is included in

the Mataatua Express Tour

and the Mataatua Cultural

Immersion Experience.

“When people leave we

want them to have an understating

of powhiri, to have learned

the significance of pepeha and

know their own, learned the

significance of waiata, have an

understanding of nga tikanga

o te marae and of the principle

of the Treaty of Waitangi. Also

a first-hand familiarity with

some traditional and contemporary

Maori kai.”

The first Kia Ngawari

wananga is to be held in

July and will be available on

demand.

Staying on top of technology changes - Part 1

As we know, technology

changes at an exponential

rate, what with

knowledge sharing, machines

teaching machines and the continuing

evolution of the internet.

How do you determine the

best practice for your industry

or business? Sometimes it’s

difficult even for the tech professionals

to keep up with the

pace of change.

As service professionals,

business leaders - and readers

of articles in business publications

- you need to focus time,

energy and other resources on

knowing your industry, doing

what you are good at, with

your employees doing what

they were employed to do. And

remembering why you started

the business in the first place.

Often all this activity means

that other parts of the business

may not get the attention

they require. Over my next two

columns I will be highlighting

some effective technology

practices that we have seen get

overlooked. Let’s start with the

following:

• The cloud is not for everyone:

Many times, we hear

of businesses saying “we

need to go cloud” or which

are running cloud-based

services that are not suitable

for their business type.

There are many benefits to

the cloud and established

businesses need to weigh

up many elements before

looking at this option. First

make sure you have the

discussion over whether

cloud or “off premise” vs

“on premise” is best. For

example, a manufacturing

business that is reliant on

production and connectivity

may not be the best to go

to cloud if lag, or risk of

non-production is a costly

exercise. Security and risk

profile exposure also comes

into play.

• Not knowing the risks,

poor backup strategies

and lack of disaster recovery

plan: There are many

solutions available and you

can ask three different IT

vendors and get three different

solutions. Knowing your

risk profile, what you are

comfortable with, what you

can afford or get away with,

and what you are insured

for, vs what the benefits of

a solution, can make this

decision more informed

and create less headaches,

frustration and worries. The

lack of a disaster recovery

plan is a common problem

for many SMEs. Operating

from your local café may

become a disaster if all

your data becomes corrupted

by a virus or malware.

Remember that cloud- based

storage on your PC involves

synchronisation, and is not

a true backup, so your risk

profile and disaster recovery

plan can affect your

insurance cover and ability

to continue to do business.

Are those backups on your

removable hard drives in

your handbag working?

When was the last time you

tested them?

• Security failures: Small

businesses frequently fail

to take into account security

issues. Organisations

either don't recognise the

risks, or don't take them

seriously. This is changing

with recent events, but

there are still large misconceptions

around security

out there. Businesses

don't need to have a high

profile to become a target,

either. Hackers have created

innumerable automated

programs that scour the

Internet 24 hours a day, 365

days a year, seeking poorly

secured systems, and networks

to infect and exploit.

Unfortunately, businesses

everywhere are falling victim

to compromised systems,

robotic attacks, identity

and data theft, and more.

All of which can result in

security crises that result in

bad press, lost sales, and

forfeited customer trust.

Fortunately, completing

simple steps such as password

control, firewalls,

antivirus management,

guest accounts, IT governance

and regular security

audits, helps small businesses

to prevent security failures.

• Planning and design: A

home is built via a plan and

design and materials are not

procured or supplied before

the plan is made. The same

TECH TALK

> BY TONY SNOW

Director Stratus Blue Ltd. Tony@stratusblue.co.nz | Mobile

022 122 8669 T 07 777 0010.

is the case for technology

solutions. Many projects

fail due to no, rushed or

improper planning phases.

This is a vital piece of the

puzzle, which can be 30

percent of the investment

required. Without planning,

the variations can easily eat

into a project and budget

and time never gets met.

• Insufficient technical support:

As Kiwis, we have

the DIY attitude. But there

are times when DIY is good

and times when it isn’t

cost-effective, especially if

your personal hourly rate

is high. Many organisations

go without technical support,

relying instead upon

an employee whose love of

Battleground or Call of Duty

make them the local office

IT guru. Other organisations

may depend upon a staffer's

friend or relative to provide

technology advice or assistance

when critical systems

fail or slow unacceptably.

Downtime is commonly not

factored into Technology

costs, eg, the time that production

was down for four

hours due to IT not working,

so how many staff and their

hourly rate also needs to

be factored in for complete

technology budget spend

evaluation.

I will be looking other ways

you can make better use of

technology next month.

And remember, as Bob

Dylan once said, “A man is

a success if he gets up in the

morning and gets to bed at

night, and in between he does

what he wants to do.” Make

sure you do what you want to

do, and get assistance for things

that you don’t.


14 BAY OF PLENTY BUSINESS NEWS July/August 2017

Stratus Blue is your

premier partner for

technology solutions.

We provide transparent, budget-friendly service options,

personable staff and commitment to the business community.

Technology has become the essential

third element of professional service

outsourcing, alongside legal and

accounting teams. Stratus Blue reduces the

headaches, downtimes and frustration that

can accompany the growth of complexity in

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worrying about how the technology works.

We know how to translate geek-speak into

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We have a great mix of staff from different

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“What marks Stratus Blue out is

that their whole team gets involved

and participates in networking and

other opportunities the Chamber

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STAN GREGEC: CEO, TAURANGA CHAMBER

OF COMMERCE

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DR RICHARD THURLOW:

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About Stratus Blue

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BAY OF PLENTY BUSINESS NEWS July/August 2017 15

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16 BAY OF PLENTY BUSINESS NEWS July/August 2017

FROM THE GROUND UP

Cheal’s team brings expertise

to development of Te Puia site

Te Puia is one of the oldest of New

Zealand’s tourism attractions and is the

home of the NZ Maori Arts and Crafts

Institute.

By NICK DAVIES

Nick Davies is a registered

professional surveyor and

Cheal’s regional manager for

Rotorua/Bay of Plenty.

The site was selected in

1963. The location adjacent

to Whakarewarewa

Geothermal Valley meant there

were already established tourism

flows. The New Zealand

Maori Arts and Crafts Institute

(NZMACI) operates the

national wananga (schools) of

wood carving, stone and bone

carving and weaving. The

institute also operates a school

for waka building and navigation

in Northland, as well

as having a fully operational

bronze foundry onsite.

To enrich the visitor

experience and support

the ongoing promotion of

Maori arts and crafts, two

new buildings are currently

under construction. The new

wananga will bring together

the various wananga under

Image courtesy of Te Puia.

one roof. A ta moko studio

as well as a taonga viewing

gallery will also be added.

The new buildings will enable

visitors to get up close to the

action. The new restaurant will

overlook the Whakarewarewa

Geothermal Valley and

provide an up-to-date and

multi-purpose function area

that delivers Maori inspired

cuisine.

Cheal is a multi-disciplinary

consultancy specialising

in engineering, surveying

and planning and has offices

throughout the central north

island from Hamilton to Napier

and Bay of Plenty (Rotorua

and Ohope). A long-standing

relationship between Te Puia/

NZMACI and Cheal’s predecessor

in Rotorua, Canmap

Hawley, meant that when the

time came to start the proposed

new developments at

Te Puia a call to Cheal was

the logical choice due to their

prior knowledge and planning/

surveying undertaken on the

site. This was further enhanced

by the capability and experience

of Cheal’s geotechnical

engineers in Rotorua, who

were called upon to provide

specialist advice for the new

buildings.

Cheal employs an expert

team with a broad range of

professional abilities, specifically

with an emphasis on

land development. This enables

them to work across the

regions on a vast range of projects

from regional planning

Image courtesy of Te Puia.

to ski field lifts, geothermal

power stations to multi lot subdivisions,

and scanning of heritage

buildings and electrical

substations.

Te Puia sits within a geothermally

active area, which

includes the world-renowned

Pohutu Geyser. Numerous

surface features are located

in and around the building

sites. The underlying strata

of the site includes layers

of unconsolidated ash, veins

of loose pumice and geothermally

altered clays and sediments,

all of which sit over

the Whakarewarewa Thermal

Reserve (hot ground with sur-

face features of hot water, boiling

mud and steam vents). As

such, there were a number of

safety features built into the

below ground investigations.

However, the recovery of suitable

soil samples for use in

subsequent lab analysis was

understandably problematic.

The skills and judgement

of Cheal’s senior geotechnical

engineers were put to

the test with a wide variety

of sampling and analysis

undertaken. This provided the

most complete and accurate

“picture” of the strength of

the shallow crust, allowing

structural engineers to design

the foundations.

Cheal also designed the

enabling works for the new

pedestrian entry to Te Puia

from the southern carpark.

This consisted of a new tunnel,

ramps and integration with the

truck delivery area to the south

of building. The works also

facilitated the smooth and safe

passage of visitors to Te Puia

through the site during construction.

It is pleasing now to see the

buildings taking shape on-site.

The programmed opening date

of the Wananga is end of 2017.

Image below, courtesy of

Allistar Cox Architects.

engineers | surveyors | planners

Ph: +7 349 8470

www.cheal.co.nz


BAY OF PLENTY BUSINESS NEWS July/August 2017 17

Giving Hauraki iwi rights in Tauranga could

change the nature of local development

The past month has seen a series of protests by Tauranga

Moana’s three iwi - Ngāti Ranginui, Ngāi Te Rangi and Ngāti

Pūkenga - who are strongly opposed to a government decision

to grant Hauraki iwi rights under the framework of the Tauranga

Deed of Settlement. The decision has significant implications

for local development, which are addressed in the opinion piece

below by Del Carlini.

The protests have included

a hikoi involving

some 500 local iwi, following

harbour blockages and

OPINION

other protests.

Graham Cameron, of Ngati

Ranginui, said in a Bay of

Plenty Times report that none

of the Treaty settlement bills

involving the three iwi had

gone through Parliament, partly

because of hold-ups with

the harbour Deed of Settlement

because Hauraki wanted to be

included.

Although Tauranga

acknowledged Hauriki iwi had

interests in the region, Hauraki

was trying to assert they had

rights, said Cameron.

Local iwi have said the

government is attempting to

restructure the tribal make-up

in Tauranga by introducing

Hauraki tribes into Tauranga

political structures.

“Those rights that they're

seeking would put them on

an equal status with the three

Why Tauranga Moana iwi oppose Hauraki’s

inclusion in their Deed of Settlement

Tauranga moana who have

been here forever," says Ngai

Te Rangi chairman Charlie

Tawhiao.

The protests are aimed at

sending a message to Cabinet

that Minister Chris Finlayson

and some of his officials are

taking Treaty negotiations on a

pathway to ongoing disruption,

uncertainty and damage to the

economy.

"Ngai Te Rangi has a case

for urgency before the Waitangi

Tribunal about this matter and

any signing would be aimed at

circumventing that legal process,"

says Tawhiao.

A spokeswoman for the

Minister of Treaty Settlements

Chris Finlayson said proposed

arrangements for the Tauranga

Moana Governance Group

(part of the Tauranga Moana

Framework) would provide for

four seats for Tauranga Moana

iwi, one seat for iwi of Hauraki

(and any other iwi with recognised

interests in the Tauranga

Moana catchment) and five

seats for local government. The

spokeswoman denied that there

had been any date set for signing

a deed for Pare Hauraki.

By DEL CARLINI

Dr Del Carlini is a strategy

specialist. He is of Ngai Te

Rangi descent.

The imminent signing of

a Treaty deal that would

give rights in Tauranga

to 11 additional iwi from as

far away as South Auckland,

Maretai, Thames, Coromandel,

and the Hauraki Plains, is

likely to change the nature of

building and property development

in Tauranga.

The move being pushed by

Treaty Negotiations Minister

Chris Finlayson mirrors a similar

change made in Auckland

in 2009 where the same

Hauraki iwi were given rights

in Auckland. That angered the

existing central Auckland iwi

Ngati Whatua Orakei, who

have stated publicly that the

policy is hurting homeowners

and developers.

Those rights that

[Hauraki are] seeking

would put them on an

equal status with the

three Tauranga moana

who have been here

forever."

- Ngai Te Rangi

chairman Charlie

Tawhiao.

In Auckland it is now

commonplace for homeowners

to be required to engage

with between five to 19 iwi

when undertaking even simple

additions to their dwellings.

Auckland Council gives

a list of iwi who must be

consulted to all homeowners

wanting to build a deck or

add a new room. Those iwi,

some living as far away as the

Coromandel, can charge fees

for “cultural assessments” or

“cultural monitoring” known

to run into the thousands of

dollars. Despite Ngati Whatua

Orakei being the mana whenua

in central Auckland (iwi with

primary interests) and submitting

against the practice to the

Unitary Plan, it has no power

to stop it.

Ngati Whatua Orakei

spokesperson Ngarimu

Blair told media the central

Auckland iwi has pushed back

against the policy, saying it

imposes extra costs, possible

loss of value, and places significant

constraints on home

owners, developers and businesses.

In Auckland, this creep of

“rights” started with an additional

five iwi from outside the

region being given rights. That

now sits at 19 iwi. There are

no rules or guidelines on what

will be in a cultural assessment,

how much it should cost,

or when it has to be delivered.

Any of the 19 iwi can demand

fees for cultural values assessments.

While consultation

is not mandatory, failing to

engage risks a consent being

declined.

The Auckland experience is

scary. Once Hauraki iwi got a

foothold, they quickly gained

control of iwi interactions with

the Council. As a collective,

they were able to force the

introduction of a myriad of

collective consultation bodies

and advisory groups across

council departments, into projects,

committees, and Council

Controlled Organisations.

Meeting fees are charged to

attend all of those meetings.

At the top is the Independent

Maori Statutory Board, set up

to advise Auckland Council

on Maori issues. That statutory

board is funded to the

tune of $3.5 million annually,

with few outcomes. There is

also now a push to develop an

additional mana whenua advisory

board over the top of the

Statutory Board.

Now I believe it is

Tauranga’s turn. The three

local iwi are furious that iwi

from outside the area would

be given rights. After being

ignored by Minister Finlayson,

they blockaded the harbour

entrance and have mounted

other public protests to bring

attention to the looming debacle.

For local Ngai Te Rangi iwi

chairman Charlie Tawhiao, a

big part of being mana whenua

or being the local tribe, is to

Ngai Te Rangi's Charlie Tawhio and Ngati Whatua's Naurimu Blair (below): Concerned at potential impact of "creep" of rights.

live and breathe the community

in which an iwi lives.

He says Maori and

non-Maori can agree or disagree

about some things in a

healthy democracy, but everyone

is from here and cares

about Tauranga. His concern

is that he believes the Crown

is trying to bring in groups

who see Tauranga as a prize

to plunder, rather than a place

to protect, as has happened in

Auckland.

In Tauranga, the Hauraki

collective is to be given a seat

at the table with other iwi. In

my opinion, this is likely to

be just the beginning as local

iwi believe they will continuously

demand more, under the

threat of legal action against

any group that opposes them.

Ngatiwai in Whangarei,

alongside Ngati Rehua and

Ngati Manuhiri, are fighting

similar incursions from

Hauraki iwi on Great Barrier

Island, as is Ngati Haua in

the Morrinsville and Matamata

areas. Tauranga iwi are making

a stand before this Hauraki

wave hits.


18 BAY OF PLENTY BUSINESS NEWS July/August 2017

Firestation move to

new head office

A growing appreciation for the value of

professional business coaching translated

last year into a 40 percent increase in the

uptake of programmes offered by Rotoruabased

business growth centre, Firestation,

which has recently moved into new, larger

premises.

By VIV POSSELT

Rachael and Darren

McGarvie established

Firestation three years

ago, essentially to create a

business hub incubator covering

Bay of Plenty. Its name

alluded to a focus on igniting

growth, and the geographical

preference aligned with their

vision for the Bay to become

the innovative and entrepreneurial

heart of New Zealand

business.

The McGarvies are currently

working with more than

120 businesses in Rotorua,

Tauranga Kawerau, Whakatane

and Taupo. They’ve been

instrumental in taking some

of those clients from operations

needing assistance to

award-winning businesses.

When they launched

Firestation, it was as something

of a prototype based in

an office space roughly a third

smaller than their new premises.

The new base is fully

equipped with 12 workstations

and private meeting rooms,

and has room to grow. The

co-working space represents

just 10 percent of the overall

business.

When initially founding the

centre, the McGarvies pooled

their combined 40 years’ corporate

and business expertise,

then elected to knit together

under the Firestation brand the

three different operations they

were running at the time –

managing a co-working space

in Rotorua, business coaching

and marketing.

Rachael’s background in the

latter has been across a broad

range of public and private

sector organisations in New

Zealand and Australia, and led

her to establishing her own

marketing consultancy, which

has since been amalgamated

into Firestation. Over 20 years,

she has honed a detailed understanding

of how marketing

strategies work for differing

business needs.

Before co-founding

Firestation, Darren spent four

years as Bank of New Zealand

Darren and Rachael McGarvie in their new Firestation base in Rotorua.

managing partner for the

central plateau region, steering

a well-regarded team. In

addition, he was a Rotorua X

Charitable Trust founder and

inaugural board chairman - the

Trust remains Firestation’s primary

philanthropic endeavour.

From 2013 to 2014, Darren

was an Icehouse business

coach for Bay of Plenty SME

business owners, and says it

was his enjoyment of that process

prompted him to look for

a longer-term connection to

coaching.

Together, they have steered

Firestation to the point where

it now covers the whole region,

offering a suite of programmes

incorporating leadership, governance,

sales, business and

financial coaching, and marketing.

The aim is to help clients

achieve their goals and develop

the necessary expertise to drive

success.

“We’ve been coaching

for three years, and that side

now accounts for probably 90

percent of the business,” said

Darren.

“Coaching is up by 40 percent

in the last year alone, and

we’re attracting more clients

all the time. There is far more

appreciation for the value of

coaching and training today,

not only for staff in a business,

but for the business owners

themselves.”

The programmes provide

owners with something akin

to an aerial view of their operation,

he says. “It gives them

clarity and direction, it provides

a sounding board so they

don’t feel isolated, and it challenges

them to do things they

may not have thought about

doing. It’s like therapy for businesses.”

Firestation has also forged

partnerships with organisations

like Rotorua Lakes Council,

Destination Rotorua, Enterprise

Great Lake Taupo, and

Kawerau Enterprise Agency.

Those links create an exchange

of ideas that are already bearing

fruit, says Darren.

Dave Donaldson, Rotorua

deputy mayor and economic

development portfolio

lead with the Rotorua Lakes

Council, said Firestation was

making a contribution towards

nurturing new business.

“And that’s important as we

look to not just grow the economy,

but provide the right environment

for people to establish

new businesses, based on the

opportunities Rotorua provides,”

said Donaldson.

“The notion of co-location

has some obvious advantages

for small and early stage businesses,

and council has been

happy to sponsor Firestation’s

incubator programme to help

enable new and small businesses

to succeed.”

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PROFESSIONAL SERVICES

BAY OF PLENTY BUSINESS NEWS July/August 2017 19

The Law Shop expands its Tauranga practice

Rotorua law firm The Law Shop has

expanded into Tauranga, bringing to the city

years of personalised business, property and

trust experience and an expanding focus on

the growing demand for family law in the area.

The Law Shop has been

offering legal services

for the past three

decades to individuals and

small business owners in Bay

of Plenty with the service

and attention they may not

get from the larger more

corporate law firms, says

partner Paula Lines.

My focus in Tauranga

is more on the small

and medium-sized

business sector.

Paula originally bought

the Rotorua business in 2008

as she had young children

and wanted to retain the

flexibility of a sensible work/

life balance. That approach

has extended to her all-female

team most of whom have

children or other commitments

in their personal lives. At that

time the firm broadened its

traditional scope to include

trusts, relationship property,

subdivisions and all business

legal matters.

“We pride ourselves

on offering individuals

and SME’s personable

advice for their whole life

circumstances,” Paula

says. “We’re approachable,

friendly, personable and we

offer jargon-free advice.”

Partner, Stephanie

Northey, joined four years

ago at a time when she

wanted to start her own

family, something not easy

to do while a self-employed

barrister. The firm was then

able to offer family law,

mental health and other court

related matters.

Stephanie remains focused

on the Rotorua practice, while

Paula splits her time between

Rotorua and Tauranga.

Tauranga family lawyer,

Sarsha Tyrrell, has joined as

a partner based in the new

office at Greerton. The firm

also has a meeting room in

Mount Maunganui to satisfy

the needs of the clients of

Strategem Lawyers, a firm

acquired in April 2017.

“My focus in Tauranga

is more on the small and

medium-sized business

sector,” says Paula. “We’ve

always had a lot of work

for different business types in

Rotorua and we now have an

even bigger variety of work

available to us.”

Sarsha had formerly

worked with a small family

The Law Shop partners: (from left) Paula Lines, Sarsha Tyrrell and Stephanie Northey.

law practice in Tauranga and

knows the market well. She

approached The Law Shop

about joining the firm and

the partners agreed she would

be a good fit - especially as

family lawyers are in high

demand.

Sarsha said there was a

“huge demand” for family

law, and that one of the

reasons for choosing Greerton

as the location for the new

office was its proximity to

the Women’s Refuge based in

the suburb.

“Some firms find family

law difficult to offer, but The

Law Shop has the systems in

place to manage the legal aid

side efficiently,” said Sarsha.

Paula said the SME side

of the practice was also

growing.

“As we build the business

side of the practice in

Tauranga, I will be focusing

on helping business owners

who don’t want to use a big

firm and want a more personal

approach from someone who

can take the time to learn

more about their business and

how it fits with their personal

lives. They get to deal with

me directly while knowing

that if I’m unavailable I have

others in my team who can

also assist. We can look at

their business and their lives

as a whole and make sure

they have a plan in place

to take care of their family

if, for example something

happens to their business.”

The Law Shop is also

looking to expand into

other Bay of Plenty areas as

opportunities and needs arise,

but the firm is committed to

retaining a personal approach

as it grows to be a bigger

practice.

For clear advice at a fair

price, get in touch with THE

LAW SHOP, www.thelawshop.

co.nz or contact Paula direct

at paula@thelawshop.co.nz

or call 0800 LAW SHOP.

Friendly legal advice

that won’t leave you

drowning in jargon

STEPHANIE

NORTHEY,

LL.B

Director

PAULA LINES,

LL.B

Director

SARSHA

TYRRELL,

LL.B

Director

For over 30 years, The Law Shop has been giving clear

advice for a fair price to individuals, small and medium

businesses in the Bay of Plenty.

If your business needs advice on Agreements, Buying

and Selling, Terms of Trade, Structure and Succession

Planning, Banking, Leasing, Debt Collection, Franchising

and Employment Services then we’re the team for you.

Proudly bringing our strong reputation for legal expertise

to Tauranga and Mount Maunganui.

ROTORUA

1268 Arawa Street

Rotorua

MOUNT MAUNGANUI

65a Girven Road

Mount Maunganui

TAURANGA

1262 Cameron Road

Greerton

Call us on 0800 LAW SHOP or visit www.thelawshop.co.nz

Lawyers for everyday people


20 BAY OF PLENTY BUSINESS NEWS July/August 2017

PROFESSIONAL SERVICES

The half year report card

Sharemarkets have had a good run in

recent years and many investors now ask if

a market correction is near.

Some point to the length

of the current expansion

relative to historical

cycles as an indication that a

correction is overdue, possibly

coinciding with an imminent

recession. However, none

of the signals of a recession

appear present. Recessions

usually come from:

• Inflation risks and monetary

policy tightening.

• The bursting of asset price

bubbles, and the unwinding

of macro-economic imbalances.

• External shocks.

In the US, interest rates

have risen from their low point,

but inflation is still very modest.

The inability of President

Donald Trump to push through

any meaningful policy initiatives

has resulted in a reversal

of the increase in bond yields

that followed his election, easing

pressure on the Federal

Reserve to tighten monetary

If you are considering your current

investment arrangements, perhaps

it’s time to get a complimentary review

Forsyth Barr is a New Zealand owned firm with 21 offices nationwide

including three offices in the Bay of Plenty and Waikato regions.

Supported by Forsyth Barr’s research and investment expertise, our Authorised

Financial Advisers can work with you to deliver a personalised approach taking

into account your investment objectives, preferences and your tolerance for risk.

To make an obligation free appointment to discuss your investment

arrangements, contact your local Forsyth Barr office by calling 0800 367 227.

We look forward to discussing how our investment advice can work for you.

Disclosure Statements are available on request and free of charge.

Fees and charges will apply if you elect to have a continuing relationship with Forsyth Barr.

policy. Even record low unemployment

has not resulted in

wage inflation, usually a sure

sign of increasing inflation.

Offsetting forces include competition

from globalisation,

technological innovation, and

ageing populations.

While share prices have

increased and are above historical

valuation averages,

improved economic growth

and resulting increased corporate

earnings have helped

underpin these higher valuations.

In terms of potential external

shocks, the main risks

appear to be:

• Conflict between Saudi

TAU5162-01 – © Forsyth Barr Limited August 2016

Arabia and Iran, which

might impact on oil supply.

Yet oil prices are down 20%

on 2017 highs, and both

Saudi Arabia and Iran have

much to lose economically

by escalating tensions.

• Military tension around

North Korea. However,

South Korea’s sharemarket

is up 18 percent this year,

and cooperation to defuse

North Korean tensions is

intensifying.

• Impeachment of Donald

Trump (although the

US sharemarket is up

eight percent this year).

Impeachment would require

Non-residential

consents are up 11

percent over the past

12 months, but this is

due to cost inflation

as actual square

metre consents are

down 13 percent

over that period.

WHAT TO DO WITH YOUR MONEY

> BY BRETT BELL-BOOTH

Investment Advisor with Forsyth Barr Limited in Tauranga.

Phone: (07) 577 5725 or email brett.bell-booth@forsythbarr.co.nz

at least 19 Republican senators

to vote against him.

His replacement, Mike

Pence, would be seen positively

by investors.

In New Zealand, our

Reserve Bank has indicated

they are not likely to raise

interest rates until late 2018.

While some wage pressure

is appearing on the back of

skill shortages, lower oil prices

and an easing property sector

have reduced inflationary

expectations. Concerns over

a property price bubble have

also eased, with signs that the

residential market is softening.

The trend in residential

consents is flat, constrained

in our view by unaffordability,

tightening of credit, and

capacity constraints. Over the

past six months single dwelling

consents in Auckland are

down 12 percent, Waikato-Bay

of Plenty is minus five percent,

and Canterbury is minus

12 percent (these regions

accounted for 71 percent of

nationwide consents over the

past 12 months).

Non-residential consents

are up 11 percent over the past

12 months, but this is due to

cost inflation as actual square

metre consents are down 13

percent over that period.

In summary, consensus

views indicate that economic

growth looks modest in

the US, compared with good

recovery in Europe. China’s

slowdown appears to be

arrested at an annual growth

rate of six to seven percent.

New Zealand and Australia’s

growth rates, in excess of 2.5

percent per annum, are expected

to continue.

Sharemarket returns are

expected to be positive, delivering

less than recent stellar

returns, but still ahead of

deposit rates and fixed interest.

Whether you are saving

or in retirement, seeking

provision of income or capital

growth, an Authorised

Financial Adviser can help

you with every step of the

investment process and provide

advice on how best to

approach your investment

goals. This column is general

in nature and is not personalised

investment advice.

References: UBS House

View 29 June, 2017 “Is It Time

to Worry About Tail Risks” by

Mark Haefele; “Forsyth Barr

Quarterly Market Comment”,

by Brian Stewart, senior

analyst, strategy and Kevin

Stirrat, Forsyth Barr head of

investment strategy.

Enhance your brand with better presentations

“Death by PowerPoint”

is a common cry by

detractors of the

default application for

business applications.

Microsoft’s software

has an estimated 95

percent share of the

market and is a common

feature of everyday work life.

But don’t blame the tools

- Powerpoint is only as good

as the user. Brand new clubs

won’t turn a weekend golf

warrior into Lydia Ko.

And just as we can’t all

swing a golf club like the professionals,

and so it is with

Powerpoint.

Trying to make your next

presentation visually interesting

and yet keeping it consistent

with how your brand

should look, is the number

one challenge for most

people.

Documents With Precision

specialises in making

PowerPoint and Word documents

look great.

We have put together five

tips that can help your next

presentation look good, get

your ideas across clearly, and

connect with your audience.

Before

Five design tips from

the professionals

First Impressions

1 You never get a second

chance to make a first impression.

Seven seconds is all you

have. So depending on the purpose

of your presentation and

the audience, the opening slide

needs to have a relevant and

powerful image - or text - to

grab your audience’s attention.

Just remember to respect the

authors copyright or provide a

source for the image.

2 Consistency

The difference between

presentations formatted by professionals

and the rest is consistency.

Use a proper template

that is suitable for the content,

and have key elements in the

same place on every slide.

3

Keep it simple

Create one, simple message

per slide. And although

this sounds obvious, it’s a

common mistake - don’t make

your audience have to think

about what the message is.

Seth Godin sums this up well:

“Slides should reinforce your

words, not repeat them”.

4

After

High quality images

The human brain is

attracted to and responds to

strong images. A great image

will engage your audience and

increase the impact of your

presentation. Drawing on Clip

Art, or that fuzzy image you

Googled, for an important

presentation is a mistake. You

need high quality images. If the

image isn’t good enough, then

don’t use it.

5

Document themes

and branding

Nothing lets a presentation

down more than using the

default PowerPoint theme and

colour scheme. Your company

logo, fonts, and colours are

all part of your brand. This

extends to charts and other

graphics. Formatting these in

your brand colours makes a

huge difference.

Every presentation is

a chance to showcase your

brand and it’s important that

your brand is consistent. If you

have trouble with Powerpoint

or your brand consistency with

your presentations and other

important documents, then get

in touch with us and see what

we can do to help you and your

brand.

Phil Waylen General Manager and co-founder

09 889 2226 info@documentswithprecision.com

www.documentswithprecision.com


PROFESSIONAL SERVICES

BAY OF PLENTY BUSINESS NEWS July/August 2017 21

Bay businesses can borrow from

the political playbook

TELLING YOUR STORY

As we close in on the general election

in September, the media landscape will

become increasingly dominated by political

comment. And there are lessons for

business in the campaign.

National will argue that

New Zealand is on the

right track and doing

well, Labour will focus on

income inequality and the

housing crisis, and the Greens

will highlight climate change

and our environmental failings.

ACT will call for tax cuts,

the Maori Party will promote

indigenous rights, and we will

see opportunistic attempts to

grab the headlines by United

Future, New Zealand First and

The Opportunities Party.

The successful politicians

and parties will be those whose

messages most resonate with

New Zealanders. Creating a

convincing narrative is critical.

There’s no doubt facts and figures

are useful, but creating a

version of the truth that people

buy into, will win the day.

Storytelling matters, and

sometimes style is just as

important as substance. How

many statistics were in Martin

Luther King Jr’s “I have a

dream” speech? How about Sir

Winston Churchill’s “We shall

fight them on the beaches”?

Being personable and relatable

can make a big difference

too. John Key did it well

with his barbecue photos and

conversational turn of phrase.

Bill English is trying hard with

his homemade spaghetti pizza

photos and “walk/run” videos

on Facebook, although whether

he has the same charm is

debatable.

For businesses, being relatable

means using accessible

language and photos showing

people your target market idolises

or identifies with. It’s good

to have fun and a sense of

humour in your marketing, so

long as it’s in good taste. The

important thing is that your

tone and messaging match your

brand. If you are selling products

to students, avoid corporate

language. If your target

market is legal professionals,

using slightly more technical

language may be appropriate.

Doing what you say you are

going to do and being who you

say you are is important, both

in business, and in politics.

US president Donald Trump

has come unstuck because he

has failed to live his brand.

As much as you may disagree

with his views and demeanour,

they resonated with enough

American voters to win him

the presidency. But since stepping

into office he has reneged

on many of his campaign

promises. In the eyes of many

Americans brand Trump is a

fraud, and his popularity ratings

are at rock bottom as a

result.

For businesses, it’s the

same. If you market yourself

as a hip young company using

cutting edge technology and

offering amazing customer service,

you’ve got to live up to

that promise. You will quickly

be found out if you’re a

technophobe who ignores the

phone when customers call.

The lesson here is that, just like

politicians, the best businesses

base their brands around who

they already are, rather than

putting on a pretence. Your

brand should be based on a

solid foundation of truth.

Finally, just as politicians

still seek out the cliché baby

> BY JAMES HEFFIELD

Director of Bay of Plenty communications consultancy Last Word

Writing Services. To find out more visit lastwordwriting.co.nz or

email james@lastwordwriting.co.nz.

kissing photo opportunity,

businesses can manufacture

situations that play well in the

media. I have a client who generously

donates a lot of sports

equipment and products to

underprivileged communities

on the caveat they send photos

of those products in action for

him to use in his promotional

efforts. This has led to some

brilliant stories of sport being

taken to schools in Asia and the

Pacific that are rebuilding following

natural disasters. Don’t

be afraid to create opportunities

that will grab the headlines,

especially if you can also do

a bit of social good along the

way.

Soapbox is New Zealand’s fastest

growing networking experience.

We are focused on providing an informal, but structured

environment where you go to grow your business, not just

swap business cards and drink coffee.

Join Soapbox to meet like-minded, successful business

owners and employees of forward thinking companies

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meaningful connections and having some fun along the way!

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Join us at

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22 BAY OF PLENTY BUSINESS NEWS July/August 2017

DALE CARNEGIE

Dale Carnegie Training

Transforming Potential into Results

When you look at the successful people, what do you see?

Confidence. Competence. Enthusiasm.

They’re engaged in all aspects of their work and life, inspiring others as they lead by example.

Transform the potential of your people and business with training that is perceptive, open,

practical and enduring. Contact Michael or Helen today!

Bay of Plenty

Michael Shaw

michael.shaw@dalecarnegie.com

0275 429 144

Waikato

Helen Jarman

helen.jarman@dalecarnegie.com

0274 069 511

bop-waikato.dalecarnegie.co.nz

Uncovering Leadership Blind Spots:

Discovering the Pathway to Motivating

Your Employees

This Global Business Brief will help you:

• Identify which leadership trends from

our research may be impacting your

organisation

• Learn how your leaders can drive

employee retention and satisfaction

• Uncover common leadership blind spots

that may be undermining your corporate

culture

• Start to identify your organisation’s

leadership performance gaps.

Thursday 27th July – Rotorua

Friday 18th August – Hamilton

Book now

Rotorua Event

www.rotoruachamber.co.nz/events

Hamilton Event

www.eventspronto.co.nz/dalecarnegie

J6693A

Copyright © 2017 Dale Carnegie & Associates, Inc. All rights reserved.


DALE CARNEGIE

BAY OF PLENTY BUSINESS NEWS July/August 2017 23

Transforming people and organisations

through professional development

“If we can inspire adults to a realisation of

their own unsuspected powers, we shall

not have lived in vain.” - Dale Carnegie

Dale Carnegie’s training

system has thrived for

more than a century

because it is transformative

and it works, says Michael

Shaw, managing director of the

enduring training company’s

Bay of Plenty/Waikato franchise.

“We help businesses

improve results through working

with their people, usually

starting at the top”

The Dale Carnegie approach

is more action than theory, says

Michael. “We offer really practical

hands-on training that

works to build confidence and

resilience.”

This year marks the 20th

anniversary of Michael and

Andrea Shaw taking up the

franchise - one of five in New

Zealand, and 300 worldwide.

Set up in 1912, Dale Carnegie

pioneered the learning and

development industry.

“It’s humbling to have

reached our 20th anniversary

in the region,” said Michael.

“And what is pretty cool is

that we are still working with a

lot of our original clients and

now in some cases their children.

For many of our clients,

our training results in a ‘wow’

experience both professionally

and personally.”

Michael says they couldn’t

do what they do without the

outstanding support and

resources of Dale Carnegie

& Associates, their team of

Qionne, Nichola and Sue, and

Helen Jarman who does a great

job managing the Waikato

region. He also thanked

suppliers such as Hatfield

Accounting and Classic Flyers,

as well as Priority One’s Instep

Programme and the Acorn

Foundation who had made the

youth leadership programme

such as success.

Dale Carnegie delivers

in-company training, public

programmes and seminars,

which are mainly carried out in

person, but also include blended

options with live online

delivery. Topics cover the people

side of business such as

how to engage and lead staff,

manage teams, increase sales,

provide outstanding service,

present to groups and the people

side of process improvement.

Michael says Dale Carnegie

Bay of Plenty Waikato’s goal

is to foster a long-term partnership

providing the necessary

skills and development pathways

to allow staff to grow

with the organisation. And

leadership development is a

growing need due to the changing

nature of the workforce and

technology. Eighty percent of

Dale Carnegie’s business in the

region is in leadership training,

with more than 3000 business

managers and leaders having

completed The Dale Carnegie

Course, which is based on the

principles of perennial bestseller

How to Win Friends and

Influence People.

“Mr Carnegie said you have

to deliver the Dale Carnegie

Course for 20 years before you

fully understand the process

and now I understand what

Andrea Shaw: Changing how people see themselves.

The recently graduated Acorn Foundation Youth Dale Carnegie Course, a collaboration

between Priority One Instep, The Acorn Foundation, BOP Secondary Schools and Dale

Carnegie. A total of 183 students have graduated over the last seven years.

he was meaning”, says Andrea

who is training director for the

franchise.

“We change how people see

themselves, so they can change

how the world sees them,” says

Andrea. “And that changes the

impact they have on the world.

We notice the strengths you

overlook in yourself, and we

know how you can put them to

good use.”

TESTIMONIALS

PETER HENDERSON, MANAGING DIRECTOR

Bay Sandblasting Ltd

“On the 2nd of March 1998 I graduated from the first Dale Carnegie Course

to be held in Tauranga. The tools that Dale Carnegie provide you with help

to change the way you interact with other people and strengthens your

personality. In any company the main asset we all have is our people. We

have invested in this asset by putting several people through the course

and our company has benefitted from the skills they have acquired. If it was

not for the Dale Carnegie program our company and its people would be

far worse off. The great part of doing the course is the personal gains to the

individual which majorly helps peoples personal relationships at work and

socially. We have had many great success stories from partners who have

seen immense improvement in communication and ability to interact better.

If you are looking for a course that can help you improve the skills you have

or to break through a barrier in your life, this course is a must attend event

and a very wise investment.”

MICHAEL SIEVWRIGHT, GENERAL MANAGER AND

CHRIS CHAPLIN, OPERATIONS MANAGER

Trimax Mowing Systems

“We recognise that the development of our people and investment in our

global teams are integral to our business success. Dale Carnegie training

has been the cornerstone of our training programs since the early 2000’s

and has given our staff the tools and principles to thrive in today’s business

environment. After our first graduates of the Dale Carnegie course in 2001,

we’ve seen many of our colleagues achieve their best and emerge as

leaders through the Dale Carnegie training programs. Through the practice

of these principles, members of our teams have been promoted, accepted

additional responsibilities and achieved success in their careers as well as

success for the business. The Leadership Training for Managers program

has helped shape a consistent approach for our people who have direct

reports, are innovators or aspire to do more.”

JONATHAN BROWN, DIRECTOR

BCD Group

“Dale Carnegie has proved to be a great choice in development training

provider for our business. The wide variety of relevant courses has helped

with everything from individuals needing to be developed in specific

areas, through to whole management teams doing courses together.

The courses are always presented with a lot of energy and enthusiasm.

Given the results and change we have seen in staff to date, I’m sure Dale

Carnegie will be a valued training partner well into our future.”

ALLAN RUDKIN, OWNER/OPERATOR

New World Mount Maunganui

“New World Mount Maunganui has been an active participant in Dale

Carnegie Training since 2004. I along with my staff, have experienced

both personal and Business triumphs from Dale Carnegie’s training. Dale

Carnegie’s principles are timeless and for all time and for everyone. My

sincere thanks to Michael and Andrea Shaw.”

PETER ROLLO, MANAGING DIRECTOR

Safeway Autos

“My relationship with the local Dale Carnegie Franchisee goes back 17

years. They provided absolutely essential for success skill development.

The fact I have done their courses and grown my skills is one of the top

reasons I have been able to survive being an entrepreneur. I consider their

programmes a must-do for every team member - including me - I keep

going back for more. The programmes are fun, challenging, and improve

the confidence of everyone who attends.”

RICHARD THURLOW, CHIEF EXECUTIVE

Waipuna Hospice Inc

“Waipuna Hospice has received excellent training opportunities from

various providers over the years. Dale Carnegie is one provider that

has had some of the biggest impacts on our staff and their personal

development. These courses build confidence and skills in staff as they

grow into more senior roles and consolidate their experience in leadership

and skill development. Thank you Dale Carnegie for your sponsorship of

Waipuna Hospice staff over the past decade.”

PHILLIPPA WRIGHT,

HR/QUALITY AND COMPLIANCE MANAGER

DMS Progrowers

“DMS has worked with Dale Carnegie since 2005 and has found the

programmes a fantastic way to accelerate the professional development

of our leaders. Many of the early graduates are now in senior roles in the

organisation and the training has strengthened the DMS culture and values.”


24 BAY OF PLENTY BUSINESS NEWS July/August 2017

Top award winner: (from left) Dominion Salt sales manager Brett Hobson, operations manager Hamish Reid, export sales manager Robin Piggott, chief executive

Shane Dufaur, Sharp Tudhope partner Kylie van Heerden, logistics manager Andy Reynolds, and health, safety, quality and environment manager Royce Downes.

Dominion Salt takes out top spot

at this year’s Export Awards

Dominion Salt is enjoying “a quiet sense

of achievement on a longer-term journey”

says its CEO Shane Dufaur upon winning

the top NZ Export Bay of Plenty Award this

month. The 75-year-old company took out

the Top Exporter of the Year prize at the

Bay of Plenty ExportNZ awards.

By DAVID PORTER

Local exporters from

across Bay of Plenty

came together to celebrate

the business people and

companies raising the bar for

export success at the 2017

export wards, sponsored by

Zespri International. All five

winners were announced at

a Rio Carnival-themed event

at ASB Baypark Stadium

Lounge.

“Export Awards judging

has been a rewarding experience

again for all involved

this year. It is so important to

recognise and celebrate the

achievements of our Bay of

Plenty Export businesses,”

said head judge Kelvin Trask

of Productiv.

Dominion Salt took out

the Sharp Tudhope Lawyers

Exporter of the Year Award,

with George & Willy winning

the YOU Travel Emerging

Exporter of the Year Award.

Well-known and respected

local businessman and

managing director of Oasis

Engineering Andy Cameron,

who has a passion for giving

back to the community,

was the surprised and humble

recipient of the New Zealand

Trade & Enterprise Service

to Export Award for his outstanding

contributions within

the Bay business and export

community.

Ian Macrae, founder of

Page Macrae Engineering,

said Cameron was described

by his colleagues as an honest

and trustworthy quiet achiever.

“Andy got involved in

TIDA (the Titanium Industry

Development Association),

as a founding board member.

TIDA is introducing powder

metallurgy to the New

Zealand industry. Today

he chairs TIDA Trust and

also represents the trust on

the RAM (Rapid Advanced

Manufacturing) board. RAM

is a spinoff from TIDA for

the commercial 3D printing

of metal powders with a wide

customer base both in New

Zealand and overseas printing

everything from parts

for America’s Cup yachts to

space.”

Oasis Engineering also figured

in the highly contested

Beca Export Achievement

category. Among a group

of strong finalists, Felipe

Aguilera, a technical sales

engineer at Oasis was recognised

by the judges as

“an integral cog in the Oasis

wheel.”

Steens® Honey won the

Page Macrae Engineering

Innovation in Export Award

for its innovative business

practises.

Overall winner Dominion

Salt’s strong client and export

focus has seen it grow its

export business from 25 per

cent of turnover in 2012, to

just under 40 percent this year,

with more than 40 countries

now served. Further international

customer growth is targeted

- an exporting figure of

just over 50 percent is forecast

by 2020.

Dufaur says most of this

projected growth will come

from its pharmaceutical and

high-grade added food business,

making it a model example

of a New Zealand company

moving from a price-sensitive

commodity market into a

premium value-add category.

“At Dominion Salt, we

have a strong focus on people

both internally and externally,

which means understanding

what national and international

customers want and value,

and then building a team culture

that delivers,” he says.

Tauranga is the home of

the company’s exporting division,

but Dominion Salt’s production

capabilities are firmly

entrenched in the salt plains

of the Marlborough region,

where it was established by

George Skellerup in 1942.

“This award is as

much about our people in

Marlborough as it is about

the people in Bay of Plenty,”

said Dufaur. “We are a tightknit

and focused team with

a mission to supply a global

market with life’s most essential

minerals via the world’s

safest hands.”

However, while the pristine

Marlborough environment

provides the perfect

conditions for salt harvesting,

Dufaur credited the decision

to establish the Northern plant

in the Bay in 1973 as integral

to the company’s business

success.

“From the outset, we have

been fortunate to work alongside

innovative leaders at

the Port of Tauranga and in

local government,” he said.

“Together, they have created

and delivered on a vision

that has gone from strength

to strength, and we’ve ridden

the wave with them. Now we

have a world-class port that is

literally at our back door, with

an infrastructure that is the

envy of exporters globally.”

Dominion Salt’s success at

the Export Awards comes on

the back of a series of recent

awards, many conferred by

their clients around the globe.

“Awards are secondary,

but nonetheless, much appreciated

by our customers and

staff alike, as it validates

their decision and proves that

they’ve chosen a good team in

Dominion Salt. It sends a signal

to our customers and staff

that we are working to worldclass

standards and leading

the way in our industry.”

Business owners

gather to power-on with

Google experts

Around 100 small business

owners gathered this

month at Basestation to

take part in workshops with

team members from Google

to guide 100 of the region's

small businesses to learn how

to “power on” with tools that

could deliver new customers

and ways to improve their

businesses.

Katherine Anderson, retail

account manager for New

Zealand, and Jean Magalhães,

small business product marketing

manager, Australia and

New Zealand, delivered the

workshop to four groups at

Tauranga’s technology and

communication co-working

space.

Business owners from all

over the region, including

Katikati, TePuke and Papamoa,

booked all of the available

workshop seats within a couple

of days of the Tauranga

and Western Bay Digital

Enablement Project (DIP)

opportunity becoming available.

The Google team also

delivered one-on-one help to

those with specific questions.

Jo Allum, Venture Centre

co-founder and part of the DIP

implementation team, said it

was an encouraging step forward

for the initiative.

“We’re only just at the start

of this project and this event

demonstrates there's a real

willingness and desire on the

part of local owners to take

on the challenges of digital

marketing, deal with its complexity,

and learn to use the

available tools to grow,” she

said.

“What's really great is the

team from Google also helped

participants to engage with

three official Google partners.

They are locals recognised and

approved by Google for having

all the skills and knowledge

necessary to help our locals to

dig deeper into the workshop

content and apply it to serve

their customers better.”

Allum said the next step

would be to bring together

Hooked On Marketing's

Louise Blakely, CreativeQ

Technologies Steve Turner,

and Metro Marketing NZ's

Felicity Salter, to facilitate

Google-users’ meet-ups with

the help of the Venture Centre

team in coming weeks.

“We expect the informal

format of meetups will

enable owners to share progress,

get to know the partners,

and learn Google Maps &

Search, Google My Business,

Google AdWords, and Google

Western BOP MP Todd Muller, co-organiser Jo Allum and Google’s Jean

Magalhães at the workshop. Photo/ Richard Robinson Photography.

Analytics together."

Richard Flanagan, head of

business marketing, Google

Australia & New Zealand, who

helped organise the event, said

it had been an awesome day,

with so many engaged business

owners. “And I'm delighted

that some of our partners

were along to help continue the

momentum and relationships.”

Google has been supporting

the local project, in particular,

the “PoweringON” initiative

focusing on small business

owners in the Bay.

Magalhães described the

workshop sessions as a great

day. He left the Venture Centre

team with all useful links and

resources for the participants

to access.

DIP launched in May with

the support of Tauranga City

Council and Western Bay of

Plenty District Council. Its

goal is to support the development

of a prosperous region

where everyone can access,

participate and benefit from

digital technologies together.

For more information, see

www.poweringon.nz


BAY OF PLENTY BUSINESS NEWS July/August 2017 25

Leading change in the workplace

Co-founder and chief coach of Firestation,

the Bay’s only business growth centre, with

a range of business coaching and training

programmes to help you succeed. To find

out more go to www.thefirestation.nz or

email grow@thefirestation.nz

To be successful, organisations

and people need to

have the ability to change.

The way we work and the systems

we use are continually

evolving. It’s predicted that

most businesses will change

more in the next three years

than they have in the last five.

It is essential that leaders and

managers know how to engage

staff to implement change.

The prospect of change can

be daunting for many. Humans

by nature are creatures of habit.

Regardless of whether the

changes are big or small, management

of change needs to be

carefully planned.

But the sad truth is that

many businesses do not implement

change well. Forty years

of research by leadership and

change guru Dr John Kotter

has shown that more than 70

percent of all major transformation

efforts fail. Why? Because

organisations do not take a

consistent, holistic approach to

changing themselves, nor do

they engage their workforces

effectively.

Regardless of whether you

want to implement new systems,

policies and brand, or

change reporting lines, roles

and responsibilities, your

approach to change should be

the same.

Let’s be honest, it isn’t easy

to lead or participate in change.

But there are many things

leaders can do to manage the

impact, how change is accepted

and whether it’s successful. It’s

important to cover three essential

steps:

1. Create a climate for

change. Increase the urgency

for change, build the right

team to lead the transition

and get the vision right.

2. Engage the whole organisation.You

need to communicate

for buy-in, empower

action and create short-term

wins.

3. Implement and sustain

change. Don’t let up, make

the changes stick.

At the heart of successful

change is clear and consistent

communication.The biggest

challenge to executing change

successfully is getting people to

change their behaviour.

People will more likely

change behaviour when given

a compelling reason that influences

their feelings, rather

than numbers and statistics.

It’s important that your leaders

clearly express what the change

is, why it’s being made and how

it will affect each team member.

Don’t assume you know all

the answers to how the change

will affect your staff. Ask them

and actively listen. Don’t shy

away from the reasons not to

change – they may become

more important than the reasons

to proceed.

Identify the people who are

most affected by the change

as well as those individuals

who can champion the change.

These two groups will play

a key role in helping whole

organisations accept the changes.

Think about whether reward

systems, such as bonuses, rec-

ognition or scorecards, would

be appropriate and how they

could support the acceptance of

the changes.

Ultimately you need to

GROWING YOUR BUSINESS

> BY DARREN MCGARVIE

Darren McGarvie is co-founder and Chief Coach of the

Firestation, the Bay’s only business growth centre. To find out

more go to www.thefirestation.nz or email grow@thefirestation.nz

make sure that the change is

not an option. Remember people

often don't want to change,

and if given a choice they often

won't. Everyone from the business

owner or board and management

must commit passionately

to the change, and they

should accept nothing less from

everyone else.


26 BAY OF PLENTY BUSINESS NEWS July/August 2017

A new model for improving

business cash flow

Apricity was founded to ease the financial

stress of small to medium-sized businesses

suffering from the increasing tendency of

large debtors to push payment terms out

to the max.

Created in Australia by

Linden Toll and Andrew

Meakin in 2013, the

Apricity invoice funding

model was launched earlier

this year in New Zealand by

former senior bankers Craig

Urquhart, the New Zealand

chief executive, and Alan

Hewitt, the general manager.

Client testimonials

In the following Q&A, Hewitt

outlines how Apricity differs

from other invoice factoring

approaches.

Q: Why is prompt invoice payment

increasingly important

to SMEs?

A: Cash flow facilitates

growth and there is a lot of

evidence that companies that

aren’t growing and accepting

change, won’t survive. SMEs

need strong and consistent

cash flow to supplement

working capital. Traditionally

banks will secure working capital

overdrafts and term debt

against business owners’ residential

property, and a General

Security Agreement over all

company assets.

But in the case of receivables,

banks will, as a rule,

discount full value, so those

assets are heavily weighted

downwards. Most large entities

seek to enhance shareholder

returns and reduce debt, and

“The business I work for has used Apricity for the last 2-3 months to assist

with cashflow. The arrangement with Apricity was relatively straight forward

to negotiate, and the processes are easy to use. There is great support when

needed both from the Australian team and Alan Hewitt (the NZ General Manager).”

– Finance Manager, Transport Company, New Zealand

a frequently used method of

achieving this is to extend supplier

payment terms, i.e. obtain

free credit at the supplier’s

expense. Typically payment

terms have grown from 15-30

days, to 60 days and 90 days -

as in the recently reported case

of Fonterra. That organisation

is not alone. The impact of that

on smaller companies can be

devastating. To have payment

pushed out two to three months

makes a big hole in cash flow

when these SMEs have their

own commitments to meet.

There is also a trickle-down

impact on the whole supply

chain. Apricity can bridge that

gap and improve supply chain

relationships.

Q: Why did you decide to

bring the Apricity model to

New Zealand?

A: In Australia, debt funding is

a $64 billion industry. A simple

calculation as a percentage of

GDP, by comparison in NZ

it should arguably be an $8

billion business, but we know

that it is nowhere near that. It

was clear to Craig and I, from

our own experience as former

bankers, that the market was

clearly underserviced and that

there was an opportunity to

introduce a new product.

What really appealed to us

was that the Apricity offering

is different from existing providers

in New Zealand where

there was a tendency to perceive

debtor funding agencies

as being something of a lender

of last resort, whereas in

Australia they are seen as an

acceptable alternative funding

source.

Q: How does Apricity’s

approach differ?

A: We do not have a lengthy

and onerous contract, with hidden

costs. Our fee structure

is simple and transparent. We

also do not lock customers in;

they use Apricity for as much

or as little as they need to; the

choice is theirs.

We do not take security,

Alan Hewitt

and in doing so ensure that the

existing banking relationship

can remain intact.

We have minimal contact

with our client’s debtors, we

allow them to retain and continue

the business relationship

they have; you could argue

we enhance that relationship

by our clients not having to

chase their customers for early

payment.

We pay up to 95 percent of

invoice value within 48 hours

(often quicker), of the invoice

being uploaded to our system.

Our customers have the

choice to select which invoices

they want us to pay; we allow

them to manage their cashflow

and working capital.

Q: How do you ensure your

own security?

A: This is part of our IP;

we take an assignment of

the invoices issued to High

Creditworthy Debtors

(HCD’s). We only fund invoices

to HCD’s which can be -

listed companies or very large

and established enterprises,

government departments and

agencies, health boards, local

government authorities and

similar organisations.

Our credit and administration

function is centralized in

Australia and they are constantly

monitoring, evaluating,

and reviewing debtor creditworthiness

and quality.

Q: Where are you based and

how are you approaching the

New Zealand market?

A: Our NZ headquarters is

in Auckland, but we strongly

believe in the strength of

New Zealand’s regional businesses.

We are constantly out

talking to financial intermediaries

and prospective clients,

and our very first two New

Zealand customers came out

of Tauranga.

Our credo is that SME

activity is the true engine of

economic growth and we need

to do everything we can to

ensure that these businesses

thrive and grow.

“Cash flow is critical for us to be able to pay our creditors and our wages. In our

business, we can make a big upfront payment and then not get paid ourselves for

months.…We just wouldn’t be able to exist without Apricity. It allows us to pay our

creditors and our wages on time – it takes the lumpiness out of our cash flow.

“The best thing about it is you don’t have to offer up your house as security. You’re

not tied to it. It was a great decision for us. It allowed us to adapt to the market,

and to continue on doing what we were doing.”

– CEO, Construction and Engineering Services, NSW

“Before we started with Apricity, I was spending so much of my time chasing

money. When you have suppliers asking where their money is, and you

haven’t been paid from your customers, it gets very tough.

“Apricity was a great solution for us. They have got really affordable

fees – cheaper than a bank – and they understand your business.

When you deal with a bank, you speak to someone at a counter who

doesn’t know your business; you fill out a form and it gets sent on to

someone else who doesn’t know your business.

“Unlike a bank, I can call Apricity and have my invoices paid is as little

as two hours. It means I can look to the future.”

– Award winning Pie Maker, NSW

“As a business, we don’t like to have a lot of debt on our balance sheet,

and Apricity provides a great way around this. Their product means they

are on call when and if we need them… By bringing our invoice payments

forward, we can smooth out our cash flows when it suits us to do so

“Apricity takes out the challenge of cash flow during our peak periods.

It’s a great financial resource for us to drawn on when we need to.”

– CEO, Production Company, Victoria

Receive

50% off your

application fee

when you fund your first transaction.

Call us to learn how we can help deliver your business

smoother cashflow and stronger business.

Mention this ad to receive 50% off your application

fee when you fund your first transaction.

Call 0800 95 95 95


END YOUR

CASH FLOW

STRESS TODAY

No matter how big or small your

organisation, cash flow will always be king.

At Apricity, we help small to medium sized businesses

like yours realise their income when they need it through

invoice finance. Our model is simple, easy to use and, once

approved, available to you whenever you need it.

Late invoice payments? Not any more.

Across the globe, large organisations are extending their

payment terms to 60 days, 90 days and longer. For small

business, these delays can be crippling.

If you are a business supplying to major corporates,

government or other large institutions, here’s where we can

help.

We pay the invoices of your blue chip customers upfront,

providing your business with the income predictability you

need to do what you do best.

HIGH UPFRONT

INVOICE PAYMENTS

We pay the value of up to 95

percent of your invoices upfront,

with a further 2 percent paid when

invoices are paid within 30 days*

NO CONTRACTS

No locked in contract.

No GSA, property or

other security required.

SIMPLICITY

Lodge all your

payment requests

online.

FLEXIBILITY

You can use our service

whenever you like, once

approved.

FASTER

PAYMENTS

Have your invoices

paid within 24 hours.

We are not a bank.

Nor do we want to be. Our product is built by small business

for small business, and we service businesses whose success

can be measured by the blue chip customers they now enjoy.

Our payments to you are not a loan – it is simply a way of

paying your future income to you faster.

In most cases, the only security we will ask from you are the

invoices themselves.

Kickstart your business today

Call 0800 95 95 95 Email admin@apricitynz.com

Visit www.apricitynz.com

* Disclaimer: This advertisement does not and is not intended to provide financial advice and intends by this statement to exclude liability for either opinion or statement. Apricity is not in the business of providing

legal, financial, advisory or other advice and nor do we take into account a customer’s needs, goals or risk profile. Customers who require that advice should contact an Authorised Financial Advisor.

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