April/May 2020 - BAY OF PLENTY BUSINESS NEWS

APRIL/MAY 2020 VOLUME 4: ISSUE 4 WWW.BOPBUSINESSNEWS.CO.NZ FACEBOOK.COM/BOPBUSINESSNEWS 

bop business 

locked down 

but not out 

The Bay of Plenty Business News was founded to provide unique, supportive coverage on what 

has consistently been one of New Zealand’s fastest-growing regions. The Covid-19 lockdown 

that began in March is unprecedented and scary. But the Bay business community’s response 

has been steadfast and collaborative. We will continue to provide our readers a fresh perspective, 

both in print and regular digital updates. – DAVID PORTER, Editor 

AGRITECH 

Robotics Plus wins 

international accolade. 

P6 

special focus 

Meeting the challenges of 

the Covid-19 lockdown. 

P11 

CREDIT CONTROL 

Don’t be scared, 

be prepared. 

P18 

We’re helping sole traders and small 

business owners get through. 

weatherthestorm.org.nz

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April/May 2020 BAY OF PLENTY BUSINESS NEWS 3 

Zespri gets first shipment of kiwifruit 

away to Japan 

The current Covid-19 disruption has a few 

bright spots, namely that The Bay remains 

a key horticultural export of premier food. 

March saw the loading 

and departure from 

Tauranga of the first 

of a planned 47 charter vessels 

carrying new season Zespri kiwifruit 

to offshore consumers. 

The Baltic Pearl, carrying 

just over 1 million trays 

of SunGold kiwifruit, was 

expected to reach Japan by 

the end of March, docking in 

Tokyo and Kobe. 

The vessel had earlier 

berthed in Gisborne to pick up 

over 330,000 trays of SunGold 

after the region became one of 

the first to start this season’s 

kiwifruit harvest. 

Zespri chief global supply 

officer Blair Hamill, said that 

while there were ongoing challenges 

associated with Covid- 

19, all ports in Japan, Korea 

and Europe were functioning 

well and had labour available. 

“We’re continuing to monitor 

the situation closely and 

adopting a precautious approach, 

with our contingency 

planning taking account of 

the rapidly changing environment,” 

said Hamill. 

“We’re seeing positive 

signs in China in terms of 

the improving consumer 

metrics, and we expect our 

charter reefer vessels to run as 

planned.” 

Harvest underway 

The Baltic Pearl loading at Port of Tauranga. Photo/Zespri. 

We’re continuing to monitor the situation 

closely and adopting a precautious approach, 

with our contingency planning taking account 

of the rapidly changing environment.” 

– Blair Hamill. 

Hamill said with the harvest 

now underway, the industry 

was working hard to deliver 

another great tasting 

crop of kiwifruit, which had 

benefitted from this season’s 

warm weather and excellent 

pollination. 

(See our Special Focus on 

pages 11-14 for an update 

on Covid-19 impacts on our 

exports.) 

“This season we’re expecting 

to supply around 155 million 

trays, or around 600,000 

tonnes, of our premium Zespri 

kiwifruit to our consumers 

across the world,” he said. 

“Our latest estimates show 

we’re on track to supply over 

80 million trays of SunGold, 

and around 70 million trays of 

Green this year. 

“That’s up from around 74 

million trays of SunGold and 

73 million trays of Green last 

year, which marked the first 

time we’ve supplied more 

SunGold to the markets.” 

In total, Zespri expects to 

send more than 18,500 containers 

of kiwifruit this season, 

with four sailings to North Europe, 

11 to Zespri’s Mediterranean 

markets and 32 to Asia. 

“We’ll continue to monitor 

the developing COVID-19 

situation closely, and if we see 

any change in demand or disruption 

to a port, we will make 

adjustments to our fruit allocations 

accordingly. 

“We’re pleased to be able to 

get this first shipment of Sun- 

Gold Kiwifruit away and will 

continue to be working closely 

with our partners and in-market 

teams to ensure we’re continuing 

to meet our customer 

and consumer’s strong demand 

for fresh fruit.” 

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www.bopbusinessnews.co.nz 

CONTACT 

INFORMATION 

ELECTRONIC 

FORWARDING 

PUBLISHER 

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Email: alan@bopbusinessnews.co.nz 

EDITORIAL: 

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david@bopbusinessnews.co.nz 

GENERAL INQUIRIES: 

info@bopbusinessnews.co.nz 

From the editor 

EDITOR 

David Porter 

Mob: 021 884 858 

Email: david@bopbusinessnews.co.nz 

PRODUCTION 

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Ph: (09) 271 8067 

Email: clare@times.co.nz 

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Pete Wales 

Mob: 022 495 9248 

Email: pete@bopbusinessnews.co.nz 

Bay of Plenty Business News has 

a circulation of 8000, distributed 

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Waihi and Opotiki including 

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subscription base. 

www.bopbusinessnews.co.nz 

Bay of Plenty Business Publications 

210/424 Maunganui Road, 

Mount Maunganui, 3116 

Bay of Plenty Business 

Publications specialises in 

business publishing, advertising, 

design and print media services. 

As I note on the cover, 

the Bay of Plenty Business 

News was founded 

to provide unique, supportive 

coverage on what has consistently 

been one of New Zealand’s 

fastest-growing regions. 

We are fortunate compared 

to some regions and countries 

– the Bay has been in a sound 

position economically and has 

excellent exporting and food 

producing resources. 

I believe the government 

has made the correct decision 

to take immediate action, with 

its decision to lock down everybody 

except essential industries 

for at least a month 

and offer financial relief. 

It seems to be those countries 

that have delayed acting 

promptly that are suffering 

higher infection rates and infection 

levels. 

But the reality is that nobody 

really knows what is 

going to happen next. 

And it is the fear of the unknown 

that has the potential 

to do us the most long term 

damage. 

As our writers and columnists 

note in numerous articles 

in this issue, there will be 

major challenges ahead. 

But we have also seen great 

positive responses and some 

excellent examples of the collaborative 

business spirit the 

region is known for. 

We continue to produce excellent 

food – and even toilet 

paper. 

That some people continue 

to stockpile and fight over food 

and household items is just 

the unthinking and selfish behaviour 

we should be avoiding. 

I have had the personal 

misfortune to live through the 

Global Financial Crisis, the 

Asian Financial Crisis, SARS, 

bird flu and sundry other 

David Porter 

global panics. 

Our world has survived everything 

from the plague to the 

Spanish flu. Unless this really 

is the big one, Covid-19 will 

eventually pass. 

We will continue to publish 

in print and digital form and 

are working closely with our 

service providers. 

Bay of Plenty Business 

News will continue to offer 

our readers a timely and useful 

perspective as we all adjust 

our behaviours to deal with 

Covid-19. 

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Bay company makes the cut in global 

agri-tech list 

Making the cut in a list of the top 50 

global agri-tech companies is likely to pay 

big dividends for Bay of Plenty company 

Robotics Plus. 

By RICHARD RENNIE 

The company has been 

named in the THRIVE 

Top 50 list, an annual 

ranking of leading global agritech 

companies, and is the 

only New Zealand company to 

make the list. 

The Silicon Valley-based 

THRIVE SVG Ventures enterprise 

is a platform for global 

agri-food investment and innovation 

that works with investors, 

entrepreneurs and corporates 

to help commercialise 

new technology. 

Based in Te Puna, Robotics 

Plus has become well known 

for developing a prototype 

robotic kiwifruit picker and 

two years ago received a $10 

million funding injection from 

Yamaha Group to help commercialise 

its technology. 

Founded in 2013 by Steve 

Saunders and Dr Alistair 

Scarfe the business has since 

also developed ground breaking 

apple packing technology 

and log volume assessment 

equipment. 

Getting on the radar 

Robotics Plus chief executive 

Matt Glenn said the recognition 

the company gained by 

making the Top 50 list was 

invaluable for putting the company 

on the radar of other potential 

investors. 

“It’s a huge deal for us for 

attracting the attention of large 

investors and we have already 

had some big fish approach 

us,” he said. 

Yamaha’s focus on robotics 

stepped into the agri-tech sector 

with its investment in Robotics 

Plus, the first and largest 

the company had made outside 

of full merger and acquisition 

deals. 

Glenn said while the robotic 

kiwifruit picker had been 

good for raising the company’s 

profile, making the leap from 

a proof of concept prototype to 

full commercially scaled production 

was a big one. 

From its initial intention to 

be a dedicated kiwifruit picker 

the robot was adapted to become 

more of an autonomous 

platform, with multiple applications 

including picking, pollinating 

and spraying. 

The technology developed 

with the robot today forms one 

of three planks in the business, 

known as unmanned vehicles. 

Alongside this sits forestry 

logistics and produce packing 

technology. 

Apple packer 

successfully 

commercialised 

Robotics Plus chief executive Matt Glenn: global focus. Photo/Supplied. 

It’s a huge deal for us for attracting the 

attention of large investors and we have 

already had some big fish approach us.” – 

Matt Glenn 

The company’s Aporo apple 

packers have been successfully 

commercialised in the 

last two years with 50 in place 

around the world. The machine 

is capable of identifying and 

placing 120 apples a minute in 

display trays, and is marketed 

by Global Pac Technologies 

globally. 

Here in the Bay of Plenty, 

log marshalling company ISO 

was the first to install Robotic 

Plus’s log scaling machines, 

which scan logging truck 

loads for accurate volume calculations 

of log loads. Seven 

other units have been installed 

around New Zealand, with export 

opportunities beckoning. 

Glenn said the company remains 

focused on being a company 

committed to growth and 

development, rather than only 

seeking organic growth over 

time through existing commercialised 

technology. 

With that comes significant 

funding demands, and an ongoing 

need for highly skilled 

engineers and developers. 

“We have worked closely 

with Waikato University’s 

head of robotics Professor 

Mike Duke, and we would 

have about 25 percent of our 

staff coming from Waikato,” 

said Glenn. 

Many staff at Robotics Plus 

are completing a Masters or 

PhD in areas of computing and 

robotics. Glenn said the challenge 

is often to source staff 

who have those skills, tempered 

with some commercial 

experience. 

“We have 65 staff now, and 

aim to be close to 80 by the end 

of the year.” 

He said much of the company’s 

technology is now highly 

valued IP and kept secure from 

prying eyes. However, he expected 

to be able to make a 

significant announcement later 

this year about another major 

commercial development. 

With its pool of talented 

staff built up in the Bay, Glenn 

was confident Robotics Plus 

would remain a local company. 

But it would maintain a 

global focus on the many opportunities 

that existed beyond 

New Zealand to develop broad 

acre robotic equipment that 

would help deal with the growing 

labour shortages faced by 

primary producers all over the 

globe.


Young professionals bring fresh 

governance perspective 

The traditional image of the boardroom 

table being surrounded by people in middleage 

and older, is increasingly becoming 

outdated. The modern boardroom is about 

bringing diversity to the fore – not just in 

terms of age and ethnicity, but in diversity of 

thought, says Priority One. 

By DAVID PORTER 

Diversity is seen as bringing 

positive, lasting results 

to organisations. 

Boards all over the world 

are taking notice of younger 

voices that bring new perspectives 

and fresh experiences. 

Locally, Priority One, is leading 

the way with the appointment 

of two Young Professional 

Board Members who 

have been co-opted onto the 

governance board. 

Jack Christianson from 

Zespri and Kelly Williams 

from Cucumber have joined 

the Priority One board. Chair 

Brett Hewlett said bringing in 

Young Professional Members 

reflects the broader company 

culture, which values mixing 

young professionals with generations 

of local knowledge 

and experience. 

“There are positive and 

lasting results in organisations 

governed by diverse boards,” 

he said. 

“While years of experience 

often translates to effective 

board service, so too can the 

ground-level perspective that 

young professionals bring.” 

Crafting the future 

Priority One was helping to 

craft the future of Tauranga 

and the Bay of Plenty, said 

Hewlett. 

“It’s important for us to ensure 

we have diversity of voice 

at the boardroom level, and 

across the business, to keep 

driving us forward.” 

Young professionals 

brought a different perspective 

to the board table, often offering 

new ideas, a deeper understanding 

of emerging technologies, 

cultural trends and the 

increasingly important role of 

social networks, he said. 

“For Priority One in particular 

we want to know what 

attracts young people to Tauranga 

and how to retain those 

we already have… we need 

to maximise the opportunities 

available to young people so 

they want to stay and grow 

their careers here, or start their 

own businesses here.” 

Bryan Graham, chair of 

the Institute of Director’s Bay 

of Plenty Branch, said the IoD 

was pleased to see Priority 

One initiate the programme. . 

“Diversity of thought 

is crucial around the board 

table,” he said. 

“The IoD, which has the 

Future Directors and Mentoring 

for Diversity programmes, 

supports initiatives like this 

which help develop director 

talent.” 

First-hand experience 

Zespri’s Christianson credited 

the company’s chief global 

Kelly Williams, Jack Christianson and Brett Hewlett. Photo/Priority One 

While years of experience often translates 

to effective board service, so too can 

the ground-level perspective that young 

professionals bring.” – Brett Hewlett 

supply officer Blair Hamil 

for nominating him for the 

position. 

“This opportunity provides 

first-hand experience of what 

is required to shape the strategic 

direction of an organisation,” 

he said. 

“I’ll be learning from existing 

board members; it’s 

a unique opportunity to get 

involved in the development 

of our region and to interact 

with the wider Western Bay of 

Plenty business community. 

Kelly Williams, a junior 

software developer at digital 

services company Cucumber, 

said she took a broad interest 

in the economic growth of the 

wider region, with a particular 

interest in the hort-tech 

industry. 

“I moved to Tauranga 

two years ago and have been 

amazed at the quality of our 

local tech industry,” said 

Williams. 

“With the passion of our 

local industry and the amount 

of growth we’re experiencing, 

Tauranga has the potential to 

be New Zealand’s innovation 

hub. 

“I’m looking forward to 

being able to use the experience 

and knowledge I gain 

through working with the Priority 

One board to enable me 

to give back to and support the 

community in a meaningful 

and thoughtful way.” 

Christianson and Williams 

will hold their Young Professional 

Memberships on the 

Board until the end of 2020. 

Tauranga Airport 

wins Canstar Blue 

top award 

As it faces challenging trading conditions in the wake of the virusinduced 

downturn in business, Tauranga Airport has had some 

good news. It recently topped the Canstar Blue 2020 Most Satisfied 

Customers Award for domestic airports. 

By DAVID PORTER 

The airport – which recently 

completed a 

major rebuild and refurbishment 

– received a five-star 

rating for overall satisfaction, 

waiting areas and communication, 

as well as four stars for 

facilities, parking and ease of 

check-in. 

Tauranga outscored all 

other domestic airports including 

major terminals such 

as Auckland, Christchurch, 

Queenstown, Dunedin and 

Wellington. 

Well-received news 

Tauranga Airport chief executive 

Ray Dumble said winning 

the Customer Satisfaction 

Award was the best praise the 

airport could get, and would be 

well-received by all staff and 

contractors involved in the recent 

upgrade. 

‘We take great pride in putting 

our customers first, and to 

win this award during a year 

of major construction is testament 

to the effort our staff put 

into minimising disruption to 

travellers.’ 

The original terminal was 

constructed in 1967, and although 

it had served the region 

well, passenger volume 

has been increasing and the 

upgrade was needed to future 

proof the airport. 

The $12.7 million redevelopment 

was completed last 

year and doubled the floor 

area of the terminal, making 

room for a larger lounge, new 

check-in area and café space. 

The improvements also 

created a shorter walk from the 

terminal for boarding. 

‘Our focus was to create a 

Tauranga Airport during its recent rebuild. Photo/Supplied 

space that both customers and 

staff enjoyed, and this award is 

proof we have achieved that’ 

explained Ray. 

Although the terminal upgrade 

is complete, a proposal 

has been approved to expand 

the car rental depot and the 

number of car parks to meet 

demand. 

Although the airport is 

owned by Tauranga City 

Council, it is self-funded with 

no ratepayer assistance.


CKL establishes Tauranga office to meet 

increasing need for land development 

expertise in the Bay Of Plenty 

CKL establish Tauranga office to meet 

increasing need for land development 

expertise in the Bay Of Plenty 

CKL, a fully integrated planning, 

surveying, CKL, a fully integrated engineering planning, and surveying, environmental 

consultancy engineering and well environmental known in consultancy Auckland and 

the well known Waikato, in Auckland has opened and the an Waikato, office has at Level 

1, opened 73 Spring an office St, at Tauranga. Level 1, 73 Spring St, 

Tauranga. 

Founded in Hamilton, CKL has has 

been operating for over 30 years 

and is at at the the forefront of the of the 

profession, incorporating sustainable 

design and and engineering strategies strategies 

into big big or or small small land land development development 

projects. 

CKL 

CKL 

has 

has 

the 

the 

knowledge 

knowledge 

and 

and expertise 

to 

expertise to 

assist 

assist with 

with 

infill 

infill subdivisions, 

greenfield residential developments, 

commercial and industrial 

subdivisions, greenfield residential 

developments, 

developments, 

commercial 

and public 

and 

infrastructure 

projects. developments, and public 

industrial 

infrastructure “We have been projects. providing land development 

“We have services been providing to clients land in the 

development Bay of Plenty services for a number to clients of in years the 

Bay and of with Plenty a growing for a number list of clients of years and 

and development with a growing projects list of in clients the region, and 

development the time was projects right for in us the to region, provide 

the dedicated time was expertise right for us from to provide a local 

dedicated office,” said expertise CKL from Director a local Bevan 

office,” Houlbrooke. said CKL Director Bevan 

Houlbrooke. 

“We have appointed two experienced 

“We 

and 

have 

well 

appointed 

respected 

two 

land development 

experts to head up the Tauranga 

office. Alan Wilkinson is CKL 

experienced and well respected land 

development 

Tauranga Branch 

experts 

Manager, 

to head 

and 

up the 

Mark 

Tauranga Batchelor office. is CKL’s Alan Wilkinson Tauranga Planning 

Tauranga Manager,” Branch said Houlbrooke. Manager, and 

is 

CKL 

Mark Alan Batchelor Wilkinson is CKL’s is a chartered Tauranga surveyor 

and Manager,” qualified said planner Houlbrooke. with over 

Planning 

30 Alan years’ Wilkinson experience. is a He chartered brings local 

surveyor knowledge and as qualified well as broad planner expertise with 

over in surveying, 30 years’ experience. planning, infrastructure 

He brings 

local management knowledge and as land well development. 

as broad 

expertise Mark in Batchelor surveying, carries planning, extensive 

infrastructure regional district management planning knowledge and land 

development. 

with urban, rural and coastal marine 

Mark 

environments. 

Batchelor carries 

He was 

extensive 

formerly 

a Land Development Manager for 

regional district planning knowledge 

with Tauranga urban, City rural Council, and coastal so knows marine the 

environments. 

region and the regulatory processes 

inside He was and formerly out. a Land 

Development Speaking about Manager the for needs Tauranga of local 

City property Council, owners so knows and developers, the region Alan 

and Wilkinson the regulatory said, “Tauranga processes inside and the 

and Bay out. of Plenty continue to experience 

strong 

Speaking 

population 

about the 

growth, 

needs of 

with 

local 

the 

property 

Bay of Plenty 

owners 

positioned 

and developers, 

as the 

Alan 

third 

fastest growing region in the country. 

Wilkinson said, “Tauranga and the 

“Local landowners are looking to 

Bay 

capitalise 

of Plenty 

on 

continue 

their property 

to experience 

investment 

by population increasing growth, built development 

with the 

strong 

Bay or by of Plenty subdivision, positioned and as property the third developers 

growing are opening region in up the new country. estates 

fastest 

to accommodate “Local landowners the demand are looking for residential 

capitalise and on commercial their property lots. This 

to 

investment has resulted by in increasing a steady increase built over 

development the last five years or by in subdivision, resource consent and 

property applications, developers title conversions, are opening and 

up land new development estates to accommodate projects across the 

the region. demand for residential and 

commercial 

“Local clients 

lots. 

are looking for local 

knowledge 

This has resulted 

to help 

in 

them 

a steady 

navigate 

council development application processes 

and title submissions. 

increase over the last five years in 

resource 

“That’s 

consent 

where 

applications, 

CKL comes 

title 

in. 

conversions, Whether it’s and for land a residential development subdivision 

across or the the creation region. of a new 

projects 

community, “Local clients we are looking able to for provide local 

knowledge end-to-end to planning, help them surveying, navigate engineering 

development and environmental application consulting 

council 

processes. services,” That’s added where Wilkinson. CKL comes 

in. Whether Able to it draw is for on a residential the collective 

subdivision knowledge and or the expertise creation of of over a new 100 

community, employees across we are able 4 offices, to provide clients 

end-to-end have full access planning, to a team surveying, of planners, 

engineering 

surveyors, and 

and environmental 

civil, transportation 

consulting 

and environmental 

services,” 

engineers 

added 

to fulfil 

all of their land development needs. 

Wilkinson. 

Alan Wilkinson, CKL Tauranga Branch Manager 

and Mark Batchelor, CKL Tauranga Planning Manager. 

Alan Wilkinson, Tauranga Branch Manager and 

Able Mark to Batchelor, draw on the CKL collective Tauranga Planning conversions,” Manager. said Mark Batchelor. 

knowledge and expertise of over 100 “When people come to CKL, 

employees 

“The benefit 

across 

of 

4 

working 

offices, clients 

with CKL 

we 

provides 

take the 

housing 

time to 

and 

sit with 

income 

them 

for the 

have is our full local access knowledge to a team of and planners, experience 

navigating and civil, council transportation processes for goals, to create and parcels to help them of land create to a be sold 

to family understand for generations their needs, to their come, or 

surveyors, 

and development environmental applications engineers and to fulfil title vision off and for developed their land. It for could commercial be to 

all submissions,” of their land said development Mark Batchelor. needs. create purposes. an environment that provides 

“The “When benefit people of working come to with CKL, we housing “Whatever and income the need, for the we family consider 

CKL take is the our time local to knowledge sit with them and to understand 

their navigating needs, their goals, and parcels ment, and of land the to future. be sold We off are and just as 

for the generations client, the to surrounding come, or to environ- 

create 

experience 

council to help processes them create for a vision for their developed committed for to commercial protecting purposes. the beauty 

development 

land. It could be 

and sustainability “Whatever the of need, this region we as our 

applications to create an 

clients,” consider added the client, Batchelor. the 

and 

environment 

that 

how a development may 

title 

surrounding 

CKL is always 

environment, 

mindful of 

and the future. We are 

impact, and be influenced 

by 

just 

the 

as committed 

surrounding 

to 

environment, 

protecting 

and 

the 

is 

beauty 

committed 

and to sustainability ensuring precious 

land of this and region resources as are 

cared our clients,” for and added protected 

for Batchelor. future generations to 

enjoy. CKL is always 

mindful Many of how CKL’s a land 

Alan Wilkinson development project may impact, incorporate 

and be flood influenced and stormwater by the 

management surrounding plans environment, and stormwater 

and is treatment committed and to ensuring management 

precious land and resources are 

cared for and protected for future 

generations to enjoy. 

Many of CKL’s land development 

Tauranga Office 

Tauranga Office 

Level 1, 73 Spring Street, Tauranga 

projects incorporate flood and 

stormwater management plans 

and 

systems. 

stormwater 

This may 

treatment 

include 

and 

stormwater 

ponds, wetland systems. reserves, This may bio de- 

management 

include tention stormwater devices, filtration ponds, wetland trenches. 

reserves, The goal bio is detention to create devices, beautiful, sustainable, 

filtration communities trenches. The that goal enhance is 

or 

to the create quality attractive, of life for sustainable, residents and is 

communities an environment that where enhance people the love to 

quality live. of life for residents and is an 

environment “If you are where looking people to love subdivide 

to your live. property or want advice on a 

development, “If you are looking we will to help subdivide you understand 

your property 

what you 

or 

can 

want 

achieve 

advice on 

in terms 

of the best subdivision solution for 

a development, we will help you 

your property,” said Wilkinson. 

understand 

“No matter 

what 

the 

you 

size 

can 

or 

achieve 

scale of the 

in 

land 

terms 

development 

of the best subdivision 

project, we will 

solution show you for how your to property,” maximise said development 

potential, “No and matter guide the you size through or 

Wilkinson. 

scale the process of the land of resource development consent project, application 

will and show title you conversion.” how to maximise 

we 

development The CKL potential, office is located and guide at Level you 

through 1, 73 Spring the process. St Tauranga. 

The Call CKL Alan office on 07 is located 262 2282 at Level to discuss 

73 Spring your Street, development Tauranga needs, and or 

1, 

will when be business officially resumes, opened at call an event in to the 

in office. March. 

Feel free to drop in to CKL to chat 

with Alan about your development 

needs, or call him on 

07 262 2282. 

Level 1, 73 Spring Street, Tauranga 

CKL Director team: (Back L-R) Bevan Houlbrooke, Geoff Webster, 

Bronwyn Rhynd. (Seated) Mark Gilberd, Campbell Burrows. 

CKL Director team: (Back L-R) Bevan Houlbrooke, Geoff Webster, 

Bronwyn Rhynd (Seated) Mark Gilberd, Campbell Burrows. 

auckland@ckl.co.nz 

Tel 09 524 7029 

hamilton@ckl.co.nz 

Tel 07 849 9921


Add value to your property by converting 

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For many many New New Zealanders Zealanders questioning questioning the value the 

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office on (07) 262 2282 or email 



Tel 07 262 2282 

teawamutu@ckl.co.nz 

Tel 07 871 6144 

www.ckl.co.nz


COVID-19 

Logging has taken a big hit from Covid-19. Photo/Supplied. 

Corona virus begins to bite in the Bay 

The latest statistics on New Zealand’s trade data are stark evidence 

of the immediate impact Covid-19 has had upon this country’s 

trading position, even before the government’s lockdown. 

(See our accompanying Special Focus on pages 11-14 for 

guidance on approaches to help deal with the impact of Covid-19.) 


The virus initially put the 

brakes on Bay of Plenty 

tourism, which has seen 

major job losses, along with 

the events and hospitality 

industries. 

Key Bay export forestry 

was also an early casualty and 

quickly felt the impact as logs 

stockpiled and wharf space ran 

short in Chinese ports. However, 

the kiwifruit industry at 

time of writing seemed likely 

to be relatively unscathed. 

Released in early March, 

Statistics NZ data indicates 

all New Zealand’s exports to 

China for the January 27-February 

23 period were down 

eight percent compared to that 

same period in 2019. 

Logs and meat were the 

biggest victims, with meat 

free-falling to half last year’s 

amounts, while forestry exports 

mainly in the form of 

logs fell to about 1.2 million 

tonnes, compared to 1.3 million 

in 2019. 

Forestry products by value 

plummeted by $70 million 

from $250 million to $180 

million. 

The Bay of Plenty is the 

crown in the national forest estate, 

accounting for 400,000ha 

or 29 percent of the iwi land 

resource. 

The impact of the extended 

Chinese New Year as a result 

of Covid-19 was felt relatively 

quickly at the shore side end of 

log exports. 

Port signals lowered 

profits 

Port of Tauranga, the country’s 

largest log export outlet, 

had already reported a decline 

of eight percent in log volumes 

at the end of its first six 

months to December 31, due to 

the slump in log prices that hit 

home in August. 

The port has reduced its 

full year profit guidance due 

to Covid-19’s impact on log 

volumes, with revised full year 

profit now expected to be $94- 

$99 million compared to the 

previous $96-$110 million. 

Prue Younger, chief executive 

of the Forest Industry 

Contractors Association has 

welcomed the government’s 

announcement of regional 

support for forestry through a 

relief package. 

Some operators have been 

shut down for weeks and more 

were expected, she said. 

“Wharf space has only got 

tighter, and even if China got 

back to business as usual now, 

it will be three to four months 

until ports have released 

enough stock for operators to 

feel confident about putting 

logs on the water.” 

Fortunately, the Rotorua 

region is a key supplier for 

higher grade domestic supply 

for timber used in New Zealand 

houses and for packing 

processes. 

In contrast the East Coast 

region exports almost all its 

harvested logs. 

However, even in the Rotorua 

district, in order to harvest 

the higher quality content 

of the tree, lower grade export 

logs are the inevitable result. 

Ross Davis, chairman of 

the Forest Industry Contractors 

Association says this makes it 

complex to calculate the full 

impact of the virus on local 

logging operators’ incomes. 

“You have to chop the tree 

down in order to get the quality 

timber, but that [also] generates 

the poorer quality log. For 

most operators it has meant 

they are still working, but 

sometimes on reduced hours, 

and if you are not earning as 

much, you are not spending as 

much.” 

Times are tightening 

As a result he is already getting 

reports of forestry supply businesses, 

most which are based 

in Rotorua, facing tighter 

times. 

Brent Whitby, chief executive 

of Patchell Industries in 

Rotorua, which manufactures 

logging trailers and weigh 

systems, said the effects were 

starting to bite. 

“We have clients all over 

New Zealand, and it hit the 

likes of Gisborne early on, 

with operators losing work and 

being laid off. We now have 

customers we have completed 

work for who can’t uplift it, or 

with equipment ordered that 

they have asked to have put on 

hold.” 

Port activity is down, but key overseas export markets are still open. Photo/Supplied. 

New Zealand exporters have no-where 

else to send the industrial grade logs they 

harvest, but this is starting to change.” 

– Peter Weir 

“And on the other side we 

are monitoring very closely the 

delivery of all the supplies we 

use from overseas, things like 

tyres.” 

Whitby said he was surprised 

at the rapidity of Covid- 

19’s impact and expected 

things will get worse before 

getting better as backlogs of 

goods and demand for them 

grew into April and May. 

Scott Downs, director of 

sales for Rotorua based forestry 

company PF Olsen said 

in his latest update that log inventories 

on Chinese wharves 

was rising at a rate of 35,000 

cubic meters a day. 

He expects that to continue 

until China’s production gets 

fully back on its feet. 

Nowhere else to go 

“Many Chinese sawmills are 

yet to get back to work,” said 

Peter Weir, president of the 

Forest Owners Association. 

“New Zealand exporters 

have no-where else to send 

the industrial grade logs they 

harvest, but this is starting to 

change. More domestic mills 

are accepting reallocated export 

logs of poorer quality. 

“And there is still good demand 

in the region from the 

big players like Red Stag, and 

Oji’s two mills at Kawerau and 

Kinleith.” 

Logging smaller farm 

woodlots has ceased as association 

members do what they 

can to retain skilled labour by 

sending better logs to domestic 

sawmills to make up for the 

shortfall. 

Work hours are also being 

maintained by continuing to 

invest in silvicultural work 

including pruning, thinning 

and preparation of land for replanting 

from winter through 

to spring. 

But Weir cautions that it 

may be some months before 

markets recover fully from 

the sharp impact of Covid-19 

virus. 

He said members were 

not looking for handouts, but 

sought some equitable ways 

for working with government 

to assist various harvesting 

crews. 

“They are the ones who 

need help.”

SPECIAL FOCUS – COVID-19 


meeting the challenges 

of working 

from home 

These are challenging times as we all 

struggle to come to terms with the deaths 

and the ongoing mental, physical and 

financial stresses that our families and 

colleagues may yet suffer. 

With the spread of 

Covid-19, remote 

work is suddenly 

an overnight requirement for 

many. 

It is realistic to assume that 

shifting to the “home office” 

will become the new normal 

for many of us for some time. 

We are being forced into the 

world’s largest work from 

home (WFH) experiment. And 

it may not be easy for many 

to implement in a short time 

frame. 

According to a 2019 merchantsavvy 

global survey, 

61 percent of companies currently 

have some sort of remote 

working policy for their 

staff, but not necessarily the 

data and IT policies to match 

this. 

HR and health and safety 

requirements aside, the biggest 

challenge may stem from the 

lack of technology infrastructure 

and lack of comfort with 

new ways of working. 

This may not be an option 

for everybody due to home 

lives, work types and activities. 

And some may be engaging 

in WFH for the first time, 

which means figuring out how 

to stay on task in a new environment 

that may not lend itself 

to productivity. 

So what are the key 

considerations? 

The workspace 

Having a dedicated space at 

home helps. It is best to put on 

work clothes and set up a desk, 

or location that is not the sofa, 

kitchen bench or bedroom. 

This also advises those living 

with you that “I am now 

at work”. A desk and comfortable 

office chair are desirable. 

Two or three monitors 

will offer more productivity 

than one screen. And for those 

using laptops I’d recommend 

mice and keyboards with a 

docking station. 

Printing 

You will no longer have the use 

of the office scanner / printer, 

and this may be a requirement. 

Connectivity 

Where possible, an uncapped 

high speed internet connection 

is desirable. A backup 4G 

router can also be supplied to 

separate work from streaming 

TV. 

• Phones. Divert phone systems 

to mobiles or if you 

have a VOIP phone system, 

it is easy to take the office / 

desk phone and plug it in at 

home. With some systems, 

an app can be downloaded 

to your mobile phone allowing 

you to also make 

and receive calls from your 

office number. 

• Remote access: A VPN 

(virtual private network) 

customised and connected 

to your office environment 

is one of the better, most secure 

options. Team Viewer 

and netconnect are less 

secure, cheaper options. 

Windows has Remote 

Desktop (RD), and Apple 

RD is built into the operating 

system. 

File sharing 

File sharing options like google 

drive, one drive, dropbox, 

etc are handy to save “dialing” 

into the office. These can also 

be used to collaborate and 

share, and make sure you follow 

the rule of not emailing 

anything over 8mb. 

Infrastructure and 

security 

Don’t overlook security. One 

of the problems with distributed 

workforces is that remote 

workers are prime targets 

for those wishing to exploit 

vulnerabilities. 

This is obviously a concern 

when dealing with sensitive 

data, proprietary information, 

and contracts. 

• Password hygiene: Strong, 

frequently updated passwords 

protect businesses. 

Do not use the same password 

across multiple applications. 

(check out lastpass, 

keepass, passportal 

for password control and 

single sign on options ) 

If the company owns the 

device, then it should ensure it 

is properly protected with upto-date 

antivirus, monitoring, 

remote access agents, device 

encryption, and firewalls. 

Cyber security policies 

should designate which devices 

can be used for which 

kinds of business activity. If 

you are providing your own 

equipment be mindful of company 

security policies. Multifactor 

and 2Factor authentication 

is a must. 

Communications and 

meetings 

WFH success depends heavily 

on whether you trust employees 

to do their work, even if 

you can’t see them. 

Focus on performance 

outcomes and productivity 

reviews. 

Set accurate expectations 

with employees and enable 

supportive interactions. WFH 

can feel unstructured, so have 

clear-set expectations for communications 

day to day. 

Time management tools 

like Timely, Toggle, everhour 

TECH TALK 

> BY TONY SNOW 

Tony Snow is chief executive and co-founder of Stratus Blue. 

He can be contacted at tony@stratusblue.co.nz. 

and focus applications like pomodoro 

can assist. 

Communication and instant 

messaging tools like Teams, 

Zoom, Slack, mattermost, google 

hangouts, discord, facebook 

and whatsapp, can keep 

the office banter and communications 

going. 

Headsets with boom mikes 

and noise cancellations are a 

good option when using these. 

• Maintain as much faceto-face 

interaction online 

as possible – especially to 

those employees who live 

alone and might feel more 

isolated. 

Get ready for the 

remote-work future 

This vast remote-work 

experiment is also a great opportunity 

to prepare for the 

future. 

According to recent Gartner 

research: 

• By 2030, the demand for 

remote work will increase 

by 30 percent due to Generation 

Z fully entering the 

workforce. 

• 64 percent of today’s professionals 

say they could 

work anywhere and remote 

work policies are common 

(in place at 71 percent of 

organisations). 

The mandatory current use 

of remote work for business 

continuity signals that it’s 

time to revisit remote working 

policies. 

And to redesign them for 

wider application when business 

defines what our new normal 

will be. 

WE’RE HERE TO ASSIST 

CALL US ON 

07 777 0010 

assist@stratusblue.co.nz 

stratusblue.co.nz 

He waka eke noa 

We’re all in this together 

Providing CORE technology 

platforms that Bay of Plenty 

businesses can rely on. 

Our COVID-19 response is simply 

to assist in keeping your business enabled 

anytime, anywhere.



Looking to the longer-term recovery 

Covid-19 is an extraordinary situation that 

has shocked the world’s economy. There 

is a lot of anxiety amongst the business 

community because businesses like certainty 

and there are a lot of uncertainties as the 

situation is constantly changing. 

COMMENT 

By MATT COWLEY 

Many tourism, venues, 

and entertainment operators 

had the rug 

pulled from underneath them 

on with bookings immediately 

cancelled. Tourism operators 

who are reliant on cruise passengers 

have already made 

up to 90 percent of their staff 

redundant. Tourism is at the 

coal face of border restrictions, 

and the tourism economy is 

our biggest export earner and 

impacts many businesses in a 

variety of ways. 

Businesses are having to 

quickly change the way they 

operate. Some businesses have 

too many staff for their declining 

sales, while other businesses 

have a massive shortage 

of staff (e.g. supermarkets, deliveries, 

kiwifruit, the banking 

sector). 

Businesses can also have 

anxiety as they may have significant 

mortgages after recent 

capital expansion in anticipation 

of growth. This was an 

economic black swan event 

that has taken the world by surprise. 

Few people anticipated 

it would reach these levels of 

economic restrictions. 

Exports still moving 

The economic lifelines are that 

our local exporters are still getting 

their shipments to overseas 

markets. 

Our government has also 

invested wisely, following the 

economic disruptions over the 

past two decades. 

The Reserve Bank of NZ 

also has a lot of tools in its 

arsenal, and they are working 

with NZ’s banks, who are 

self-interested in having the 

economy moving again. 

The Tauranga Chamber is 

working with Tourism BOP, 

Priority One and other business 

associations to help connect 

people and encourage locals to 

continue to support local businesses. 

It is in everyone’s best 

interests to have as many people 

employed and in business 

as possible to keep cash moving 

through our local economy. 

We are encouraging local 

residents to support local 

businesses by either ordering 

online or having kerbside pickups. 

We are also encouraging 

locals to buy gift cards to use 

at a later date as well as sharing 

and supporting their favourite 

local business on social media. 

The Chamber is also looking 

to use our different networks 

to help promote people 

to visit local businesses during 

the recovery. 

It is challenging for businesses 

to ramp down their 

business at short notice. But it 

will also be a challenge to ramp 

it back up quickly once the recovery 

has begun. 

The Chamber’s business 

advisors are on hand to offer 

Matt Cowley is the chief 

executive of the Chamber of 

Commerce Tauranga Region 

Inc. 

help to businesses during the 

initial downturn, as well as 

during the long-term recovery. 

(NB: the one month lockdown 

kicked in just as BOP 

Business News went to print) 

The Tauranga Chamber 

of Commerce is expanding 

its resources to 

help businesses affected by 

Covid-19. Additional funding 

has been provided by the 

government to the Regional 

Business Partnership Network 

(RBP) nationwide. 

The Bay of Plenty region 

received funding for 

an additional three full-time 

Growth Advisors to support 

businesses, boosting the existing 

four advisors already 

New Zealand’s kiwifruit harvest has begun to move to overseas markets. Photo/Zespri. 

Increased support is available 

working here. The advisors 

are being shared across Tauranga 

Chamber of Commerce, 

Eastern Bay of Plenty 

Chamber of Commerce and 

Rotorua Business Chamber, 

as well as Poutama Trust, 

which will receive a Growth 

Advisor to boost support for 

Māori business networks and 

owners. 

Businesses can contact 

the Biz Hub helpline to arrange 

a meeting (one-to-one 

or digitally), free of charge, 

with one of the Growth Advisors 

to discuss how they are 

affected by COVID-19 and 

what support they need. 

Tauranga Chamber of 

Commerce chief executive 

Matt Cowley said there was so 

much information available it 

could be overwhelming. 

“We want the business 

community to know they 

have somewhere to turn to for 

guidance and that they can 

walk away from their session 

with a Growth Advisor with 

a renewed level of confidence 

and support.” 

If you are a business 

based in the Western Bay of 

Plenty, and you want to gain 

free business support from 

a Growth Advisor, please 

contact the Tauranga Chamber 

of Commerce on info@ 

tauranga.org.nz or 0800 BIZ 

HUB (0800 249 482). 

If you are a business based 

in Eastern or Central Bay of 

Plenty, please contact 07 346 

3657. 

Positivity and good information crucial 

March has certainly been interesting month. 

In the Bay we’ve gone from being flat out, 

with concerns about how we’ll cope with 

growth, to staring at an impending recession. 

COMMENT 

By NIGEL TUTT 

The speed of the Covid- 

19 crisis and associated 

economic downturn has 

been rapid. 

It’s very hard to see how 

long and severe a downturn 

might be. Media and economists 

tend to favour the more 

negative end of the spectrum. 

Adopting a local view is important 

alongside understanding 

the national and global 

impacts. 

In the Western Bay, we 

came into this downturn in 

pretty good shape. Our economy 

was probably the strongest 

in New Zealand, with low 

unemployment, rising income 

levels and strong business and 

economic growth. 

Covid-19 has had some immediate 

and strong effects on 

our local businesses, particularly 

tourism and hospitality 

– due to border controls and 

social distancing. The effect 

on some of these businesses 

has unfortunately been severe 

and will get much worse now 

we are going into community 

lockdown 

While it is troubling and 

very uncertain, this situation 

feels different than our last recession, 

the Global Financial 

Crisis. Right now we’re dealing 

with the effects of a health 

crisis and its associated economic 

fallout. 

The economy should 

spring back 

The structure of the world 

economy is in a very different 

place to what led to the GFC. 

When the health crisis is eventually 

solved or mitigated, the 

economy should be able to 

spring back. 

We are also fortunate that 

the New Zealand economy 

is in good shape to combat 

the economic effects of this 

problem. 

On the flipside, the lockdown 

could create economic 

damage of a level we haven’t 

seen before, and we don’t 

know how long the after-effects 

of that would last. 

In the Western Bay we 

are so far fortunate that our 

Positivity is important in these times, as 

well as good information, so let’s try to keep 

a good perspective on the situation in the 

coming months.” 

key industries (construction, 

distribution / logistics, manufacturing, 

healthcare and horticulture) 

are not structurally 

affected right now. 

While businesses in these 

sectors have concerns, in general 

the fundamentals remain 

stable. 

Markets remain open for 

Nigel Tutt is the chief executive 

of Tauranga EDA Priority 

One 

our exported goods and trading 

conditions at the time of 

writing are close to normal for 

most businesses. 

While I’ve painted a picture 

that’s perhaps not as bad as we 

see in mainstream media, there 

are certainly big risks ahead of 

us: labour supply will likely 

be a problem in horticulture 

(although that may be good if 

workers from other industries 

need employment), we would 

be at risk if access to markets 

for our exports was restricted, 

and consumer / business confidence 

will be reduced, which 

will have an effect on demand 

for most industries. 

The ability to get people to 

and from productive work will 

be a big determinant of economic 

outcomes. 

So while this is a shock and 

a very difficult time for some, 

it doesn’t look like the end of 

the world yet. Positivity is important 

in these times, as well 

as good information, so let’s 

try to keep a good perspective 

on the situation in the coming 

months.



Italian lessons for 

Covid-19 kiwifruit 

harvest 

The Italian experience with the Covid-19 pandemic is providing 

some valuable lessons for kiwifruit processors in the Bay of Plenty as 

they grapple with harvesting a record crop under strict bio-security 

protocols. 


Kiwifruit orchardists and 

packhouses had already 

been scrambling to reorganise 

staffing rosters in 

March after the shock impact 

of border closures resulted in 

the Bay losing over half the 

overseas staff it expected for 

this year’s bumper kiwifruit 

harvest. 

The announcement that no 

foreigners would be allowed 

into New Zealand meant 1300 

Recognised Seasonal Employer 

(RSE) staff were locked 

out until the ban has been 

lifted. 

Apata chief executive Stu 

Weston said he and his colleagues 

have had several conference 

calls with their peers 

in Northern Italy about the best 

ways to re-configure packhouses, 

maintaining a safe distance 

between staff while also 

continuing to process and pack 

fruit effectively. 

Italian fruit processors are 

at a low ebb for kiwifruit now, 

but often also process other 

fruit in the same facilities and 

have managed to continue to 

do so with Covid-19, which 

has hit Italy especially hard. 

“We have also had a lot of 

assistance from Zespri who 

have us bulk packing first, 

which is less labour intensive 

compared to the layered packing 

process,” said Weston. 

“We have erected barriers 

around packhouses to separate 

people. The key challenge is 

really around smoko rooms 

where people congregate and 

with high touch surfaces.” 

Essential business 

The kiwifruit sector has been 

classed as an “essential” business 

and with that all contractors 

and post-harvest operators 

have to register with Ministry 

for Primary Industries. 

That includes producing a 

full risk management outline 

on how they intend to manage 

“We have found 

growers have been 

very understanding, 

but we expect we 

may even see a 

smoother harvest 

curve this year as 

they accommodate 

our needs.” 

– Nikki Johnson 

staff from getting infected, and 

reporting infections. 

“But apart from operations, 

it is about managing staff 

head space in this situation 

and keeping them safe,” aid 

Weston. 

“There is cash to be earned 

here and jobs to be had for 

months to come. Those that 

want to stay home and watch 

NetFlix will. We have not seen 

that yet, but we are cognisant 

of that risk.” 

NZ Kiwifruit Growers Incorporated 

chief executive 

Nikki Johnson acknowledged 

there had been feedback about 

potential staff questioning 

their safety on the job, should 

they choose to work. 

One possibility mooted was 

allowing new staff in this and 

other essential businesses to be 

granted any government payment 

for loss of their earlier 

job, and keep the amount earnt 

conducting the essential role. 

A short pause was called 

to harvest after the PM announced 

the lockdown intention, 

but it was due to ramp up 

although not at the same pace 

as pre-Covid-19. 

“It is still very early in the 

harvest season. 

“We have found growers 

have been very understanding, 

but we expect we may even 

see a smoother harvest curve 

this year as they accommodate 

our needs. 

“We may see a more even 

five week peak, rather than that 

three week peak.” 

Meantime market prospects 

are still highly positive for 

New Zealand kiwifruit. 

2degrees confirms its 

support of customers 

2degrees has outlined its approach to customer 

care in response to the impacts of Covid-19. 

CEO Mark Aue reassured 

customers that its mobile 

and broadband networks are 

working well, and that the national 

operator is very confident in its capacity 

to manage extra demand. 

“We know these are unprecedented 

and uncertain times for 

our customers, but we don’t want 

them to worry about but staying 

connected. 

“My message to all 2degrees 

customers today is simple, we will 

do the right thing by you,” said 

Mark Aue. 

Details for 2degrees customers 

are as follows: 

• Data caps removed: 96% of 

2degrees broadband customers 

are on unlimited data plans already. 

For those who aren’t we 

have removed data caps until 

the end of June 2020 (date will 

be reviewed ongoing). This applied 

to all home and business 

customers on 20 March 2020. 

• Hardship: if Covid-19 causes 

financial hardship to any 2degrees’ 

customers, the company 

will try to keep you connected 

during the Alert Level 4 period, 

waive any late payment 

fees and work with you through 

these trying Alert Level 4 times. 

FOR KIWI BUSINESS 

People are phoning each other 

more than ever, and there has been 

some congestion industry wide for 

voice calls. 

Mark asked people who can to 

use the calling features on apps 

such as FaceTime, WhatsApp, 

Viber and the like, to free up capacity 

for people who only use 

calling. 

Mark stressed that the industry 

is critically aware that 

it provides an essential service 

and is working together, and with 

Government, to make a difference 

now. 

Mark Aue, CEO 2degrees. Photo/supplied.



Securing systems during Covid-19 

Many organisations have 

taken prudent steps to 

reduce the likelihood of 

Covid-19 spreading by 

allowing as many staff 

as possible to work from 

home. Working from home 

(WFH) or remote working 

may be an established 

practice for many, but for 

others it may be a new way 

of doing business. This 

article presents the security 

aspects organisations 

should consider. 

Working through 

the effects of 

Covid-19 

HUMAN RESOURCES 

> BY KELLIE HAMLETT 

Director, Recruitment & HR Specialist, Talent ID 

Recruitment Ltd. She can be contacted on 

kellie@talentid.co.nz or 027 227 7736 

Working from home 

presents two broad 

concerns: 

• Cyber-security. Ensuring 

systems are available and 

information is protected, 

and 

• Physical security. Ensuring 

offices and assets are 

protected during reduced 

staffing. 

Cyber-security 

Remote workers may be operating 

outside of the security 

provided by the enterprise. If 

devices, such as laptops, have 

not been provisioned securely 

it increases a number of risks 

including the possibility of 

malware and the exposure of 

sensitive data. Many exisiting 

security practices are still 

relevant, more so for personal 

devices that may be being used 

for work purposes. 

• Patching and updating is 

critical. Personal devices 

may not be automatically 

updating, including anti-malware. 

These should 

be enabled to keep software 

up to date. 

• Multi-factor or Two-factor 

authentication should 

SECURITY 

> BY JONATHON BERRY 

Jonathon Berry is a consulting partner with New Zealand security 

consultants InPhySec, based in Tauranga. He can be reached at 

jonathon.berry@inphysec.co.nz. 

be utilised for accounts. 

Where not possible, ensure 

credentials (passwords) 

used are robust and sufficiently 

complex. 

• Users should not be given 

account privileges beyond 

what they need to get their 

job done. 

• Connections from home 

into corportate environments 

should be via secure 

(encrypted) means. Capacity 

may need to be increased 

to deal with higher 

load. 

• Logging and monitoring 

of critical assets should be 

increased. Any suspicious 

activity should be investigated 

promptly. 

• Maintain or increase levels 

of user awareness to 

threats, scams and social 

engineering. There are parties 

who will seek to exploit 

the current situation. If in 

doubt, call people before 

commiting actions such as 

payments. 

• Consider the use of cloudbased 

security services that 

can be deployed rapidly and 

accessed without the need 

for face-to-face interactions. 

Equally, these may be 

de-provisoned when staff 

return to corporate security 

environments. 

• Ensure back-ups are maintained 

and that these are not 

vulnerable to ransomware 

or cryptoware attacks. 

• Utilise community resources 

such as NZ’s 

NCSC and CERT. 

Physical security 

Opportunistic theft may increase, 

while there are reduced 

numbers of public and staff in 

the vicinity of offices. Organisations 

should consider: 

• Putting attractive items out 

of view. 

• Ensuring disk encryption is 

enabled on devices left in 

offices and credentials are 

required for access. 

• Increasing guard patrols. 

• Keeping security systems 

armed and not automatically 

disabled during business 

hours, including doors. 

• Ensuring response functions 

are in place. If an 

alarm is triggered, someone 

will react to it. 

• Determining if visitors, 

such as cleaners, are 

necessary. 

In my March article on business 

continuity and contingency planning, 

I broadly covered aspects around having 

a plan in place for times of crisis. 

The time of crisis is here 

and it’s hit hard and 

quite quickly. Sectors 

that have already been struggling, 

have little resilience 

left to keep trading, and the 

coming months ahead are 

going to be tough. 

Thankfully, the government 

has come forward 

quickly with a support package 

for businesses. 

It provides a breather, but 

whether it will be enough, 

only time will tell. Businesses 

are having to respond 

quickly as the situation we 

are all faced with changes on 

a day-to-day basis. 

Many businesses I have 

talked to and are working 

with are reducing hours, 

and looking at alternative 

working options before 

redundancies. 

The first step, and I’m 

sure most employers will 

have done this already, is 

having an honest and open 

conversation in good faith 

with staff around the Covid- 

19 situation and what it 

means for the business. 

Unlike any other event, 

it’s a time for people to work 

together, share concerns and 

fears and look at how we can 

work together to keep businesses 

fluid. 

It’s also important that, 

even though we are moving 

through unprecedented 

times, good process is still 

followed. 

Employment agreements 

and workplace policies set 

out the basis of the employment 

relationship and the 

process for changing the 

terms. 

As employers we do have 

the right to make changes 

within our business and 

structure it as we see appropriate, 

but genuine business 

reasons must prevail. 

Document all decisions 

As always, employers 

need to document all decisions 

and reasons about 

any change that might result 

in an employee’s job 

being significantly changed, 

hours being reduced, or 

an employee being made 

redundant. 

The present situation 

being that most employers 

will be citing financial 

downturns, which are easy 

tracked and documented. 

There still needs to be a 

consultation process. 

It may be that because 

of the developing situation 

that this can’t be as long as 

it would usually be, but there 

is a still a duty of being fair 

and reasonable. 

This process would include 

giving affected employees 

information about 

the suggested change and an 

opportunity to provide feedback 

on it. 

Currently, along with the 

When it comes time 

to move forward 

again we are – 

more than ever – 

going to need the 

right people in our 

businesses.” 

amount of panic buying, a 

lot of employers are also 

panicking about their financial 

forecasts and rightly so. 

Some have already been 

struggling for months and 

this situation will make their 

businesses untenable. 

However, where possible 

I would urge businesses to 

take up the government support 

package on offer. 

Where you can, reduce 

hours rather than make 

employees redundant and 

look at alternative ways of 

working. 

I know this isn’t possible 

for some businesses. But 

when Covid-19 disappears, 

we need to get businesses 

and the economy moving 

again. 

Staff are assets and good 

people are hard to come by. 

With restrictions on immigration, 

the skill shortages 

are going to be even more 

apparent. 

When it comes time to 

move forward again we are 

– more than ever – going to 

need the right people in our 

businesses.


Covid-19 

– Market 

contagion? 

Market Update (Please note this column 

was prepared on 17 March, 2020) 

In the last few weeks global 

sharemarkets have substantially 

retraced their early 

momentum for the month of 

January and the latter stages of 

last year. 

In the early period of the 

Covid-19 outbreak, financial 

markets seemed to blissfully 

ignore the progression of the 

virus. However, we are now 

in a period of daily market 

volatility as investors gauge 

the flow-on economic impacts 

and whether the recent sell-off 

presents buying opportunities. 

The catalyst for the sell-off 

has been two-fold. 

Firstly, the progression of 

With further rate cuts being implemented by 

Central Banks to try and curb the impact of 

Covid-19, low interest rates will be the norm 

for the immediate future. 

the virus outside of China and 

secondly, a steady stream of 

companies beginning to downgrade 

forecast earnings. 

The initial outbreak of the 

virus in China caused a major 

disruption to international supply 

chains, although the situation 

in that country seems to be 

improving. 

Perhaps the biggest factor 

in market performance over 

the next three to six months 

will be the as yet unknown impact 

on company earnings. 

It is possible we will see a 

rally if the spread of the virus 

can be contained, followed by 

dips as the market reacts to further 

earnings downgrades. 

All of this uncertainly begs 

the question: “How should we 

react?” 

Turbulent markets always 

make us feel like we should 

“do” something. Sometimes 

(like the 2008 financial crisis), 

we should. However, often sitting 

back and monitoring the 

situation is the best option. We 

think that is the case now. 

Since 2008 there have been 

19 sell-offs greater than five 

percent. The current downturn 

WHAT TO DO WITH YOUR MONEY 

> BY BRETT BELL-BOOTH 

Investment Adviser with Forsyth Barr Limited in Tauranga, and 

an Authorised Financial Adviser. Phone (07) 577 5725 or 

email brett.bell-booth@forsythbarr.co.nz. 

is now classified as a bear market, 

having retraced more than 

20 percent from its peak (at the 

time of writing, the sharemarket 

was down 21 percent. 

Every sell-off is serious – 

from Greece teetering on the 

brink of complete collapse, to 

the US Government sovereign 

downgrade in 2011. 

However, since December 

2008, the US sharemarket has 

risen well over 200 percent, 

excluding dividends. In other 

words, reacting to a crisis by 

selling shares is often a poor 

decision. 

The extent of market contagion 

relative to the level of 

viral contagion is determined 

by a combination of investor 

sentiment and factual information. 

An objective evaluation 

of your investment goals will 

ensure that your portfolio is 

well-positioned to weather any 

potential storm. 

As has been the theme in 

recent years, low interest rates 

continue to limit options for 

investors. 

With further rate cuts being 

implemented by Central Banks 

to try and curb the impact of 

Covid-19, low interest rates 

will be the norm for the immediate 

future. Whether you are 

an existing investor or considering 

an investment in the capital 

markets for the first time, 

get in touch with Forsyth Barr. 

Source: Forsyth Barr Focus, 

Special Report, February 

2020. 

This column is general in nature 

and is not personalised investment 

advice. This column 

has been prepared in good 

faith based on information obtained 

from sources believed 

to be reliable and accurate. 

Disclosure Statements for Forsyth 

Barr Authorised Financial 

Advisers are available on 

request and free of charge. 

Making sense 

of COVID-19 

Committed to supporting 

our community and clients 

during this challenging 

and uncertain time. 

WAVE25599 

Young Read Woudberg Limited 

13 McLean Street, Tauranga 3110 

12A Oxford Street, Te Puke 3119 

P 07 578 0069 E accountants@yrw.co.nz 

W www.yrw.co.nz


Help at hand for small businesses 

facing economic effects of Covid-19 

Help is at hand for New Zealand’s more 

than 480,000 small businesses grappling 

with how to keep afloat during the changing 

economic environment caused by the 

Covid-19 pandemic. 

A 

newly established social 

enterprise, Weather 

the Storm, has been 

launched by business consultant 

Isis Farrelly and sales and 

marketing expert Cameron 

Macneil. 

Their goal is simple – 

to support New Zealand’s 

sole-traders and small business 

owners in taking immediate 

action to mitigate the economic 

downturn. 

“These are uncertain and 

challenging times, so we’re 

providing advice, tools and 

resources, including our soonto-be 

released programme Getting 

Through – a step-by step, 

interactive programme you can 

complete from home to assess 

your current position, then develop 

an action-oriented business 

and financial plan to get 

through,” said Farrelly. 

“We’ve called upon expert 

advisors across a number of 

professions to assist, including 

accounting, insurance, human 

resources, legal, marketing and 

banking.” 

The programme, aptly 

named “Getting Through” offers 

practical tools and strategies 

focused on making an 

immediate difference to a 

business’s cashflow and bottom 

line. 

Co-founder Cameron 

Macneil says that when market 

conditions change for the 

worse, those who take swift 

action and adapt don’t just 

make it through, but often 

prosper in the long run. 

“But to come out the other 

side of the kind of market 

impacts that are ahead of us, 

small businesses need to have 

two simple priorities: be resilient 

and maintain profit.” 

Macneil says the Government 

has come out with a 

great package of measures to 

support businesses in the short 

term, but people shouldn’t rely 

on that continuing indefinitely. 

“Small businesses need 

to take charge of their own 

destiny and despite what it 

may feel like right now, 

they actually have a lot 

of control over how 

they come through 

this,” he said. 

“Often the hardest 

part for small businesses 

is knowing 

where to start and 

what can be done. The 

resources provided by 

Weather the Storm and 

their Getting Through programme 

takes a whole-ofbusiness 

approach, providing 

plain English, step-by-step 

strategies to reduce costs and 

improve profit margins in a real-world 

way.” 

In addition, members get 

the benefit of an entire panel 

of expert advisors, including 

Tom Beswick of Ingham 

Mora. For less than the cost 

of one hour with an expert, 

you gain access to advice and 

strategies across the entire 

range of topics covered in the 

programme including cashflow 

management, staff engagement, 

lease negotiations, 

sales generation and many 

more. 

Isis Farrelly 

“Whatever the business, 

this programme will work, and 

it can be completed from the 

comfort of your home and at 

your own pace,” says Macneil. 

Farrelly, business performance 

and change management 

expert, says they had an 

early opportunity to test their 

programme when a family 

member in Whakatane found 

her business in dire straits 

overnight after the Whakarei 

White Island tragedy and 

then the emerging effects of 

Covid-19. 

Cameron Macneil 

“By February her revenue 

was down almost 50 percent 

and she was on a path to 

insolvency. 

“Within days of completing 

the programme prototype, she 

had re-negotiated her lease, 

reduced her operating costs, 

agreed improved payment 

terms with her suppliers and 

restructured her team’s hours. 

“These fairly straight-forward 

changes meant she could 

keep drawing a wage for herself 

and continue making her 

mortgage payments. 

“Simply put, they saved her 

business.” 

Macneil and Farrelly say 

if there’s one piece of advice 

they can give small businesses, 

it’s this: act now and take 

control. 

Getting Through is available 

to any business in soletrade 

or small business in New 

Zealand and launches in early 

April. 

People wanting to find 

out more or to access the 

free available resources visit 

https://weatherthestorm.org.nz/ 

Buying in uncertain times 

A quote often used in relation to the stock market, is: 

“Buy on the sound of cannons, sell on the sound of trumpets.” 

It means that savvy investors will buy shares when things seem the 

direst (when everyone is running away) – and sell when things seem 

the rosiest (when your Uber driver is providing stock tips). And as it 

applies to shares, it can also apply to buying businesses. 

BETTER BUSINESS BUYING 

> BY TOM BESWICK 

Director at Ingham Mora Chartered Accountants in Tauranga, is a 

business advisor who specialises in buying and selling businesses. 

He can be contacted on 027-5744- 019 or tom@inghammora.co.nz 

Some will now be wondering 

whether to push 

pause on those business 

ownership dreams. However 

here are a few reasons to keep 

considering this – as well as a 

few extra things to watch for in 

the current market. 

Three reasons to buy 

now 

It is the opportunity to be the 

master of your own destiny 

and not reliant on an employer. 

Often a major reason 

for buying a business is to be 

self-reliant. 

In times of uncertainty this 

can be both a positive and a 

negative. 

If you back yourself and 

find the right business, then 

potentially it can be safer to 

be your own boss rather than 

working for someone else. It 

might seem risky right now to 

leave a solid job to buy a business. 

However, we may soon 

find that for many staying put 

in employment comes with its 

own risks. 

There are likely to be some 

good buying opportunities 

around soon. A smart buyer 

will take advantage right when 

the cannons are loudest. 

There are likely to be vendors 

out there who realize 

they would prefer to not hang 

around unsold given the uncertainty 

and that might loosen up 

a few prices. 

It takes guts to do it, but unless 

you have the opinion that 

things are going to stay down 

for years, then now (or soon) 

will be a great time to buy. 

Staff retention is likely to 

get slightly easier. People are 

less likely to jump ship during 

times like this – certainty of the 

known outweighs any grass is 

greener considerations. 

In recent years we’ve had 

a very tight labour market, so 

retention of key staff has often 

been right up there as something 

to watch when buying a 

business. If staff retention risk 

eases this lessens the risk on 

buying a business. 

Three things to watch 

Paying a price that is relevant 

to current profits and 

forecasts. 

One thing a recession does is it 

makes last years’ “record profits” 

a lot less alluring. 

Just because the business 

had a great March 2020 fiscal 

year doesn’t mean that 2021 

will look anything like it. A 

buyer needs to pay a price that 

is sustainable going forward 

(and for which they will be 

able to get finance). 

Getting the right finance is 

If you back yourself and find the right business, then potentially it 

can be safer to be your own boss rather than working for someone 

else. It might seem risky right now to leave a solid job to buy a 

business. However, we may soon find that for many staying put in 

employment comes with its own risks. 

key. Cashflow is going to get 

harder to predict. Previously 

reliable customers might become 

slow payers, given their 

own cash flow constraints. If 

you are looking to buy a business, 

you are going to need a 

more robust finance package 

now than you did say three 

months ago. 

When you are in the due 

diligence phase, you should 

spend more time on things like 

scenario modelling where you 

work out how your overdraft 

is affected if say 10 percent 

fewer sales are made, margins 

soften five percent, and 

customers pay 15 percent etc. 

Doing your homework is key 

to make it through to the easier 

times. 

Customer retention. If consumer 

spending starts to decline, 

then competition will increase 

(particularly on price). 

In my view we never really 

recovered from the sale addition 

that seemed to kick in 

during the GFC. 

Whether ever bigger ongoing 

sales will have any affect 

on spending remains to be 

seen. Make sure you spend a 

bit more time than you would 

have considering the competition 

and what things you can 

do to ensure that you are not 

relying just on price cutting to 

stay in business. 

Unless things are spiralling 

to an end of days scenario 

(surely the health impact is not 

severe enough for that) there’s 

no reason to hunker down and 

stop buying businesses. 

However, the cost of getting 

it wrong grows in tough 

times. Take your time to get 

advice and you should buy 

well, get through the next period 

and be well placed to succeed 

in the recovery. 

A smart buyer will be well 

dug in to whether the shortterm 

cannon fire and will be 

the one blowing their own 

trumpet in years to come.


Inland port 

hubs shaking 

up industrial 

sector 

Bold inland port developments around the 

country are shaking up the industrial sector 

and bringing new efficiencies to the fastevolving 

supply chain market. 

An artist’s impression of the inland port and logistics hub at Ruakura. 

These intermodal hubs are 

supporting the transportation 

of freight, generating 

jobs in the regions and 

helping to ease the pressures 

on land and existing industrial 

property stock in the major 

centres. 

They’re leveraging off existing 

rail networks and established 

transport arterials and 

providing a spark of change 

for other infrastructural work 

that will directly benefit those 

businesses that choose to locate 

their operations within 

these hubs. 

If you’ve been trying to 

secure large-scale industrial 

warehousing or other space 

close to New Zealand’s major 

ports, you’ll know that such 

opportunities are scarce and 

come at a significant cost. 

It may be time to look to 

regional hubs that have all 

the bells and whistles to make 

your business more efficient. 

Supply chain dynamics 

changing 

In the “Golden Triangle” 

of Auckland, Hamilton and 

Tauranga, business dynamics 

within the supply chain market 

are changing quickly. 

Ports of Auckland has just 

cut the ribbon on its Waikato 

Freight Hub to help ensure a 

more streamlined and resilient 

supply chain network in the 

upper North Island. 

The 33 hectare inland port 

site in Horotiu, between Hamilton 

and Ngāruawāhia, will 

help connect the regions with 

international markets and simplify 

freight movements between 

the ports of Auckland 

and Tauranga. 

The Waikato Freight Hub 

acknowledges the important 

contribution that the Waikato 

region makes to the domestic 

economy through the significant 

export volumes that need 

to be efficiently transported 

by truck or train to and from a 

major port. 

The Ports of Auckland 

project team is designing 

large-scale, market-leading 

and future-proofed buildings 

and early interest suggests that 

a wide range of industrial tenants 

will make their way to the 

hub. 

Meanwhile, elsewhere in 

the Waikato, Tainui Group 

Holdings is developing the 

$3.3 billion Ruakura inland 

port and logistics hub – expected 

to eventually offer 

around 10 percent of New Zealand’s 

total industrial space. 

It will leverage off the 

new Waikato Expressway interchange 

and other roading 

initiatives, along with the finalisation 

of plans for a major 

new rail siding for KiwiRail, 

to offer cost efficiencies along 

the supply chain network. 

In the South Island, intermodal 

freight hubs in Rolleston 

such as MetroPort within the 

Izone industrial park and MidlandPort 

in the IPort Business 

Park are offering direct rail 

access for container freight 

to Lyttelton Port’s waterside 

operation. 

Much of this industrial-zoned 

land has an open 

boundary to Lyttelton Port’s 

MidlandPort and offers huge 

scope for forward-thinking 

industrial business 

owner-operators. 

Rolleston is on main roading 

connections, benefits from 

two rail lines – the main northsouth 

line and the west coast 

Tainui Group Holdings is developing the 

$3.3 billion Ruakura inland port and 

logistics hub – expected to eventually offer 

around 10 percent of New Zealand’s total 

industrial space. 

connection – and the proposed 

new southern arterial motorway 

will further future-proof 

the location by halving the 

travel time from Rolleston to 

the Christchurch CBD to just 

15 minutes. 

Operators of all sizes are 

re-evaluating their business 

and property requirements and 

looking to base themselves in 

the regions to benefit from a 

more centralised location and 

provide access to lower cost 

housing for their staff – and 

that’s a real plus for the attraction 

and retention of a motivated 

workforce. 

This interest is coming 

from significant players in the 

construction sector, food and 

beverage processing, retailing, 

and from businesses operating 

within, and leveraging off, the 

primary sector. 

www.bayleys.co.nz/workplace/industrial/insights/ 

inland-port-hubs 

At Bayleys, we believe relationships are what businesses are built on and how they 

succeed. We understand that to maximise the return on your property you need: 

Professional property management 

A business partner that understands your views and goals 

Contact the Bayleys Commercial Property Management team today. 

Bayleys Commercial 

Property Management 

07 579 0609 

jan.cooney@bayleys.co.nz 

SUCCESS REALTY LTD, BAYLEYS, LICENSED UNDER THE REA ACT 2008 

ALTOGETHER BETTER 

Residential / Commercial / Rural / Property Services


Be scared – or be prepared 

CREDIT CONTROL 

> BY NICK KERR 

Nick Kerr is Area Manager BOP for EC Credit Control NZ Ltd. 

He is also a director of International Private Investigations Ltd. 

Nick can be reached at nick.kerr@eccreditcontrol.co.nz 

Billy Connolly once said “there is no such thing as bad weather, only 

a bad choice of clothes”. While that’s a typical Connolly quip, I think 

it rings true in a lot of situations, including what we are going through 

as an economy and a society at the moment. 

To get through any tough 

period in business it is 

important to adapt in 

order to lessen the possible impacts 

of the challenges faced, 

by anticipating probable issues 

and putting in plans to avoid or 

at least reduce loss. 

In order to do the above, 

we need to analyse historically 

similar situations and what the 

outcomes were. 

With a worldwide health 

scare, there are some pretty 

clear behaviour patterns. There 

is a massive surge in panic 

buying in the retail sector, and 

a downturn or flatline in events 

and tourism-based business. 

That tends to be followed 

by a downturn in retail and 

business to consumer and business 

to business direct sales 

and service businesses across 

the board when contact restrictions 

are imposed. 

Another major issue faced 

by businesses are staff shortages, 

which fall into several 

categories. You have the genuinely 

ill and their family members, 

the at-risk employee who 

must isolate due to immune 

deficiencies, the fearful isolators, 

and the advantage takers. 

Many businesses can utilise 

technological advances 

to mitigate the effects that the 

shortages in on-premises staff 

can have. 

Staff sales and consulting 

meetings can be held over 

video conferencing applications, 

account management, 

accounts and administration 

activities can be completed remotely 

from home using cloud 

based systems and mobile 

phones. 

But there will be some who 

may find it very hard or maybe 

impossible to get through 

without some major help at 

both a local and governmental 

level, if any lengthy isolation 

period is imposed. And that is 

what is now being experienced 

in a number of other parts of 

the world. 

Credit control options 

From a credit management 

perspective there are a few 

things that businesses can do 

to give themselves the best 

level of cashflow possible 

throughout any period of economic 

downturn these include: 

• Deposits: There is no legal 

regulation that precludes or 

limits the ability to ask for 

With a worldwide health scare, there are some pretty clear behaviour 

patterns. There is a massive surge in panic buying in the retail sector, 

and a downturn or flatline in events and tourism-based business. 

That tends to be followed by a downturn in retail and business 

to consumer and business to business direct sales and service 

businesses across the board when contact restrictions are imposed. 

deposits for works to be 

done as long as they are fair 

and reasonable. 

A decent deposit gives 

you cashflow at the beginning 

and the end of any job 

or activity. If there is an increased 

risk that works will 

be postponed or suspended 

after they are started, then 

a decent deposit is essential 

to avoid outlay without 

income. 

If you have any doubts 

that a customer can pay, 

then ask for payment up 

front especially for bespoke 

or non-stock goods 

unless you have a contract 

that agrees that this is your 

right. 

• Payment Terms – Consumers 

do not need 20th 

of the following payment 

terms. Payment on completion 

or seven days at most is 

perfectly reasonable. Make 

this clear from the outset 

and no one gets surprised or 

offended. 

• Credit Limits – For on 

account clients, set and 

monitor credit limits. If 

payments are late then do 

not amplify your risk by 

increasing your credit limits. 

Someone’s ability to 

pay does not necessarily 

increase when the amount 

they need to pay does. 

Many eventually liquidated 

companies increase credit 

limits with suppliers in the 

months before liquidations. 

So use a credit monitoring 

service like Equifax or 

Centrix, which could provide 

a warning of a nasty 

surprise. 

• Secure – Place PPSR securities 

on all major accounts 

while they are all (to your 

knowledge ) solvent. If this 

ever changes (within the 5 

year secured period) your 

rights of remedy are greatly 

increased. 

• Pre-Empt – No one minds 

a friendly gentle reminder 

especially if it appears automated. 

A text message 

saying something like “we 

look forward to receiving 

payment for Inv#12345 on 

Friday, 20 March, please 

remember to use Ref # 

12345 for this payment. 

Thanks.” In times of stress, 

simple reminders can result 

in a marked decrease in 

late payments. 

• Act – If debtors are not 

communicating, time will 

not improve this. Send a 

warning letter, then escalate 

to collection action 

asap if communication and 

payment does not occur. 

Just a thought. 

Stay safe.


Three compelling reasons why 

franchisees should follow the system 

It should perhaps be obvious or assumed that when someone 

decides to buy or establish a franchised business that they will follow 

the system, after all that is what they have bought into. However, as 

human beings we have an engrained propensity to tinker, challenge 

and change just about everything. 

FRANCHISING 

> BY NATHAN BONNEY 

Nathan Bonney is a director of Iridium Partners. He can be 

reached at nathan@iridium.net.nz or 0275-393-022 

With a caveat of saying 

no system is perfect 

and development and 

innovation should be encouraged 

and managed in a system, 

there are three compelling reasons 

why it is in the franchisee’s 

best interest to follow the 

system. 

1. The system works 

Firstly, franchises are often referred 

to as franchise systems, 

and the hint is in the second 

word – system. 

A system is defined “a set 

of things working together as 

parts of a mechanism or an 

interconnecting network; or a 

set of principles or procedures 

according to which something 

is done; an organized scheme 

or method.” 

In a franchise the business 

product, process or service is 

delivered via a systemised approach. 

It is tested and based 

on the success of the system or 

process the franchise brand is 

able to develop and grow. 

It’s like baking a cake, you 

need to follow the recipe, use 

the right proportions and cook 

at the right temperature and for 

the right time. Once you have 

mastered this, you may be able 

to alter the recipe and or add 

but do this at the beginning and 

you have a mess. 

Holds true with a systemised 

business approach, miss 

a step, include too much of 

something and or alter the process 

and the results won’t be 

the same. 

2. It provides the 

ability to measure and 

benchmark 

A systemised approach to operating 

a business provides for 

measuring, and the old cliché 

of what you cannot measure 

you cannot manage applies. 

The truly beautiful aspect 

of operating in a franchise 

business model is it provides 

independent business owners 

or operators – franchisees, the 

ability to measure or benchmark 

against and across similar 

businesses. 

The ability to benchmark 

between different locations, 

markets and operators is created 

by the fact they are operating 

under the same systemised 

approach. 

The Big Mac hamburger is sold by McDonald’s – the 

world’s largest chain of hamburger fast food restaurants. 

Following a franchise system 

is the only way independent 

business operators could 

possibly achieve meaningful 

benchmarking; industry surveys 

and statistics, trade associations 

and even (illegal) 

cartels cannot as they do not 

have the constant of an operating 

platform from which 

to compare, they are at best 

able to relate one or several 

measures. 

Disregard or operate outside 

the system parameters 

and the franchisees ability to 

benchmark and best manage 

their business is compromised. 

3. It provides a truly 

competitive edge 

The most powerful motivator 

for a franchisee to follow the 

system is actually a combined 

result of having a process or 

system that works, and the 

ability to measure and benchmark 

with-in and across the 

system. 

This combined result is a 

truly competitive edge. Do 

the business better, measure it, 

compare, improve. Through 

this repeated cycle the franchise 

system and franchisee 

will probably gain market 

share and profitability along 

the way. That’s quite a compelling 

reason the follow the 

system. 

Back to my comment that 

no system is prefect but a good 

system will encourage innovation 

and change applying franchise 

system disciplines along 

the way. That’s how we got the 

Big Mac and McDonalds their 

best ever selling burger, and 

a great number of successful 

franchisees! 

Top 10 tips to keep 

your business 

running smoothly 

MONEY MATTERS 

> BY STEPHEN GRAHAM 

Stephen Graham is a 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 

I 

am often surprised with new 

clients at how little they 

know about their business – 

even such simple facts as what 

their monthly overheads are – 

information that can mean the 

difference between success and 

failure. 

I tell these clients that staying 

up to date is crucial, and 

that there’s no excuse not to be. 

All it takes is a monthly check 

of the following key indicators 

of your business’ health. 

Checking in monthly will 

mean you clearly understand 

your position and can then 

make the right decisions to 

run a robust and profitable 

business. 

Monitor cash 

Cash needs to be closely monitored 

as it is the single most 

important indicator of business 

performance. With cash it is 

imperative that it is monitored 

more daily than monthly. It is 

also important that it is monitored 

on both a short-term and 

longer-term basis. 

Financial reports 

Too often I see businesses reacting 

to information months 

down the track. It is imperative 

that accurate reports are prepared 

on a monthly basis, close 

to month end so you can react 

in real-time to market changes. 

Most software can provide 

reports – from large business 

with fully integrated programmes 

to small businesses 

using xero type reports. Don’t 

just do your GST and move 

on to the next job – print your 

monthly reports and review 

them. 

Customers 

You must understand your 

customers – continually ask 

them what they want and what 

they think of your product or 

service. Use technology to 

help you connect and measure 

with them. 

Overheads 

Many clients do not know 

their monthly overheads yet 

it is such an easy calculation 

– even if done as basically as 

dividing annual overheads by 

12 months. It is essential information 

to have when you reach 

that breakeven point in the 

month and start to make profit. 

Key relationships 

Strong relationships are fundamental 

to business success. So 

find a bank manager you connect 

with, who will give you 

their direct dial number and 

make sure you stay in touch. 

Likewise strong relationships 

with key suppliers are 

imperative. They’re often 

willing to extend payment 

terms or give discounts and allowances 

so constant communication 

is the key. Huge benefits 

can flow to your business 

including improved margins 

and support through tight cash 

flow periods. 

Gross margin 

Know your pricing model and 

continually strive to maximise 

your margins. Gross profit and 

margin are key financial indicators 

that need to fall out of 

your monthly reports. Only by 

understanding your model can 

you strive for improvements. 

Stock control 

Measure stock that is key to 

your business on a monthly 

basis to obtain accurate financial 

reports. This doesn’t 

necessarily mean monthly 

physical stock takes but it does 

mean having a programme or 

process to monitor levels, ageing 

and shrinkage. 

Rolling stock takes and 

spot checks are useful. Often 

when money runs out, stock is 

the culprit along with debtors. 

Debtors and creditors 

Monitor your debtor levels 

monthly. It is important to 

measure the days outstanding 

and have formalised methods 

of collections. This often requires 

continuous follow up 

and a firm consistent approach. 

Also measure your creditor’s 

levels monthly. Huge gains 

can be made by using technology 

and managing creditors on 

line and eliminating cheque 

payments. 

Employees 

Great employees are the key 

to business success. You need 

a process for collecting all the 

great ideas your employees 

have. You also need to monitor 

staff turnover on a regular 

basis. 

Budgets 

The difference between a 

dream and a goal is a plan. 

You must have both short and 

long-term business budgets, 

and review your monthly results 

to budgets. 

Most software easily accommodates 

budgets. 

If you’re stuck or confused 

about any of these matters, 

ensure you get professional 

advice sooner rather than later 

as staying up to date is fundamental 

to good business.


The Tauranga Mayor’s Award presented by deputy 

mayor Larry Baldock to Kevin McCardell for Plight of 

the Bumblebee, 2020. 

Premier 

local Bay 

artists are 

recognised 

Supreme Award winning entry Wahi 

Ngaro, 2019, by Israel Randall. 

The winners of Tauranga’s premier art 

award, have been announced, with the 

2020 Miles Supreme Award going to 

local artist Israel Randell for her work 

Wahi Ngaro, 2019 a striking installation 

of electroluminescent wire. 

ARTS AND CULTURE 

> BY ALICE HUTCHISON 

Alice Hutchison is the director of the Tauranga Art Gallery. 

She can be reached on director@artgallery.org.nz. 

The awards are presented 

by the Tauranga Art 

Gallery Toi Tauranga, 

in partnership with the Venetta 

Miles Trust. The supreme 

award carries a cash prize of 

$10,000. 

A crowd of friends and 

family filled the Tauranga Art 

Gallery in mid-March in support 

of the 40 finalists (from 

almost 100 entries) and waited 

with excitement to hear the 

announcement of the selected 

winners from guest judge 

Sarah Hudson. Hudson is currently 

based in Whakatane and 

is the curator of Te Koputu a 

te whanga toi, the Whakatane 

Library and Exhibition Centre. 

Hudson said she was impressed 

by the broad range of 

Winners, friends and family at the Miles Art Awards. 

All images courtesy of Tauranga Art Gallery. 

creative works entered in this 

years’ awards and had chosen 

works that were “moving, 

edgy, politically-minded and 

bold”. 

Miles Supreme Award winner 

Randell’s work explained 

in her artist’s statement that 

her work examined “Wahi 

Ngaro, the ‘hidden realm’. 

It examined the notion of the 

void (Te Korekore), an in-between 

space – or the places 

from which all things originate 

from. “The triangle, a primordial 

shape, refers to the wharetangata 

(womb), symbolic of 

the space from which we come 

from and return to,” the artist 

stated. 

Hudson said: “This artist 

has created a surprising, edgy 

work that grounds us deep 

down into the bones of this 

land.” 

She added that she had enjoyed 

the subtle sound element 

of the work, which she read as 

screaming into the void. 

“Entering an installation 

piece into an open competition 

is a bold move. The striking 

visual impact of Te Korekore 

and its strong conceptual foundations 

rooted in mātauranga 

Māori has resulted in a very 

moving experience for the 

audience.” 

The entries submitted for 

this year’s Miles Art Awards 

reflected the diverse display of 

the talent and passion of artists 

who currently live in the Tauranga 

district and the wider 

region. 

The art works submitted 

have never been exhibited previously 

in a public exhibition. 

Also presented were the 

following awards: 

• The Incubator Emerging 

Artist Award to Adrienne 

Ranson for Cloud, Rock, 

Mountain No.2, 2019. 

• The Ethel MacMillan 

Award to Brylee Courtney 

for Black Arena, 2019. 

• The Tauranga Mayor’s 

Award to Kevin McCardell 

for Plight of the Bumblebee, 

2020 . 

• The Friends of the Tauranga 

Art Gallery Award to 

Zig Beatnik for Anarchist, 

2018. 

• The People’s Choice 

Award, still to be announced, 

which is open for 

nomination by the public.


Reach your customers where 

they hang out 

THE LAST WORD 

The generational divide doesn’t just apply to the climate change 

debate and views on whether children should ask permission 

before leaving the table at the end of dinner. It’s also acutely 

real in the world of marketing. 

> BY JAMES HEFFIELD 

Director of Bay of Plenty marketing and PR consultancy Last 

Word. To find out more visit lastwordmedia.co.nz or email 

james@lastwordmedia.co.nz. 

Businesses that want to 

get the most from their 

marketing and promotions 

spend need to think about 

the preferences of their customers 

and tailor their messaging 

and channels to best meet 

them. 

This includes considering 

the age profile of your typical 

customers to determine the 

best way to reach and influence 

them. 

There will of course always 

be people that don’t fit 

the mould – and that’s a great 

thing – but in most cases, the 

following generalisations 

apply. 

Boomers (born 

1946-1964) 

Those aged 56-76 still read 

print newspapers and listen to 

radio. They are increasingly 

active on social media too, but 

typically only on Facebook 

and Twitter rather than Instagram 

or new social media platform 

TikTok. 

Online statistics portal 

Statista reports that in January 

2020, around 15 per cent of 

Twitter users and 10 per cent 

of Facebook users were aged 

55 or over, compared to five 

per cent of Instagram users. 

With this in mind, if your 

target market is made up of 

boomers it’s worth ensuring a 

considerable slice of your marketing 

budget is committed to 

more traditional channels. 

This includes print and 

radio advertising, attending 

local business and community 

events and conducting leaflet 

drops. Also consider engaging 

with journalists to tell your 

story in a way that generates 

news items in local print publications 

and on radio. 

Generation X (born 

1965-1980) 

Members of Gen X care about 

the news and will still seek it 

out on news sites such as Stuff 

or NZ Herald. 

Most grew up before the 

net was mainstream, so newspapers 

and other print publications 

are still a good bet. 

When it comes to social 

media, Facebook remains the 

most popular platform among 

the Gen X age group of 40-55 

year olds, but Instagram is also 

well used. 

Engaging members of Gen 

X requires the use of a solid 

mix of new and old media. 

Think conventional print 

and radio advertising alongside 

social media and efforts to 

support and communicate with 

circles your target customers 

mix in to raise awareness. 

Millennials (born 

1981-1996) 

The much-maligned millennials 

are sometimes portrayed in 

the media as shallow, smashed 

avocado eating posers who 

lack the sense to save money. 

But in truth those aged 

24-39 belong to one of the 

hardest working generations, 

increasingly influential and 

perhaps the most discerning 

when it comes to the marketing 

messages you direct their 

way. This group has grown 

up in a digital world so it’s no 

surprise that digital marketing 

is the way to go when reaching 

them. 

Like Generation Z, many 

still follow the news media, 

but typically online rather than 

in print. Some listen to radio, 

but forget anything AM – it’s 

the music stations they are tuning 

into. 

When it comes to social 

media, the number of New 

Zealand millennials on Instagram 

isn’t too far behind the 

number on Facebook, and Tik- 

Tok is gaining in popularity. 

Keep in mind that millennials 

have grown up in a world 

saturated by advertising and 

have learnt to tune out from 

messaging that is too overtly 

sales related. 

For this reason, social-good 

messaging matters for this 

group – if you can tie your 

message into something that 

provides wider societal benefits, 

you’ll get cut-through. 

Consider advertising on 

other online channels as well, 

whether it’s Youtube or Google 

Search and Display ads 

to reach people online in the 

places they are searching. 

Podcasts are popular among 

this group as well – if you can 

promote your products on the 

right one, it can have a positive 

impact. 

Generation Z (born 

1996-2012) 

Those aged 8-23 are known as 

Gen Z, or ‘Zoomers’. Like millennials, 

they have grown up 

in a digital world, surrounded 

by screens and ever-present 

Wi-Fi. 

The difference is that, for 

many of them, they have never 

known anything different. The 

idea of a landline seems entirely 

alien and any thought of 

reading a print newspaper is 

utterly archaic. 

Reaching members of Generation 

Z requires you to explore 

newer social media channels 

– particularly TikTok. 

You may also want to consider 

Google Display advertising, 

using the re-targeting 

feature to tailor your ads based 

on those who have previously 

visited your site. 

Don’t underestimate the 

power of influencers to reach 

this group, whether they be 

celebrities or even locally 

popular individuals among the 

communities your target market 

mixes with. 

Sponsorship and marketing 

at music festivals and popular 

events is also an ideal go-to if 

you want to reach members of 

Generation Z.


CONNECTING 

BUYERS AND 

SELLERS OF 

QUALITY 

BUSINESSES 

First on the scene 

Networking photos from the Business After Five event hosted by accountants 

Maisey Harris & Co at Base Station, Tauranga. 

Photos by Laval Photo & Video 

When is the right time to sell 

your business? Right now. 

At TABAK, we promise to guide 

you through the sales process 

with focus, integrity and 

complete confidentiality. 

1 2 

1 Matt Solomona, Maisey Harris & Co. 2 Matt Cowley, Tauranga Chamber of Commerce. 3 Nathan Maisey, Maisey Harris and 

Maria Wilson, Crombie Lockwood (NZ). 

3 

FOCUS • INTEGRITY 

CONFIDENTIALITY 

4 5 

4 Chris Turner, Balanced Success and Tami Hansen, Flowers by Tami. 5 Conor Quinn, BizStar International and Nicole Pipe, 

Everlong Consulting. 

WHY TABAK 

INDUSTRY EXPERIENCE 

REALISTIC APPRAISALS 

6 

6 Emma Hayward and Graham Kelly, Westpac 11th Avenue. 7 Alan Wilkinson, CKL and Aleisha Broome, Maisey Harris. 

7 

TEAM APPROACH 

PRE-QUALIFIED BUYERS 

P5177Y 

147 Cameron Road 

p. 07 578 6329 

e. tauranga@tabak.co.nz 

w. tabak.co.nz 

8 

8 Frank Hekker, Kiss IT and David Hill, NZ Home Loans. 9 Kevin Kerr, TABAK Business Sales and Michael Doeraner, 

Technology Wise. 

9


First on the scene 

10 

11 12 

10 Sheryl Greehalgh, Clearview Marketing and Janine Williamson, Superior Shelving. 11 Rata Towgood Kiss IT and David Ratima. 12 Deeanah Winders, Cooney Lees Morgan, Lisa Gilmour, 

ABC Business Sales and Megan Tomalin, Small Business Accounting Tauranga. 

13 14 15 

13 Pete Wales, BOP Business News, Richard Steel, Richard Steel Consulting and Gillian Houser, Bay Venues. 14 Mydawny Nairn-Kusabs, Bridge-it NZ, Claudia Fischer and Michele 

Anderson, Oceanside Homes. 15 Hayley Clement, BMINZ and Dee Collins, Focus Magazine. 

PAULA LINES 

LL.B | Director 

ROTORUA 

1268 Arawa St 

Rotorua 

TAURANGA 

Virtual Office


Trusted to sell the Bay of Plenty’s finest homes 

and lifestyle properties. 

OLIVER ROAD ESTATE AGENTS LIMITED | LICENSED REAA 2008 

World Class Estate 

96 FREEBURN ROAD, PYES PA 

$2,250,000 4 bed 2 bath 3 car 374 m 2 3,040 m 2 

Redesign Your Life 

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$2,280,000 5 bed 4 bath 3 car 421 m 2 6,098 m2 

Redwood | Lodge & Cottage 

47C MOFFAT ROAD, BETHLEHEM 

SOLD! 6 bed 4 bath 8 car 372 m 2 8,987 m 2 

Luxury Matua Home & Income 

9 LEVERS ROAD, MATUA 

$2,475,000 5 bed 5 bath 2 car 411 m 2 1,467 m 2 

One of Tauranga’s Finest 

174C MOFFAT ROAD, BETHLEHEM 

$2,875,000 5 bed 5 bath 4 car 397 m 2 3,369m 2 

Luxury & Lifestyle 

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$3,650,000 4+ bed 4 bath 3 car 597 m 2 9,026 m2 

Jason Eves 027 587 5509 Cameron Macneil 021 800 889 oliverroad.co.nz

April/May 2020 - BAY OF PLENTY BUSINESS NEWS

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