18 Oketopa 2016

NZTE & MAORI COALITIONS IN COLLABORATION WITH POUTAMA TRUST EXPLAINING MAORI SME AND COALITIONS

International traders – pre-1830s

Māori enterprise

prospered 1830-

1860

Māori

enterprise

R.I.P

Māori enterprise

prospers – 2000

Internationalisation – 2010 & beyond

Colonisation effects

December 2013

The Total Picture

A snapshot of the Māori economy – Primary Industry

December 2013

A snapshot of the Māori economy – Businesses

December 2013

Māori assets are here

– behind the farm gate

6 What does ‘move up the value chain mean’?

Indigenous

Group Orientation

Group Responsibility

(Shareholders/beneficia

ries)

Inter-generational

Collaborative/Collective

Holistic - Spiritual, Social,

Cultural, Economic

Profit Oriented based on -

Long Term

Mainstream

Individual Orientation

Self-Interest

(Shareholders)

Single-generation

Individual/Competitive

Mechanical conscientiousness

Profit Oriented based on -

Short to Medium term

Approach to Investment - Characteristics

Maori Drivers

Incorporate social objectives and local biases in the wider

investment plan and strategy………..

• Education (critical age, critical timing)

• Jobs, Employment

• Wealth and Health of our people

• Added Value - Land Development

• Intergenerational enhancement

• Mo ake tonu – long, long, long term focus

Approach to Investment - What’s important to

Maori

KONO (Wakatu) 1. Business

• Wakatu Inc: $250m assets, 70% land

based, 30% Kono

• Kono Seafood: 95% export Mussels,

Oysters

• Kono Beverages: 3 brands – Kono

(70%),Tohu (30%), Aronui. 90% Sauv

Blanc, 80% export

• Kono Horticulture: apples, pears,

hops

NZTE MAORI COALITIONS F&B

VALUE ADD Miraka – Taupo Pure – Export Fresh Milk (shelf life)

Miraka - Whai Ora – Value add powder and UHT consumer products

Moana – Prepared Foods – Retort Treated Pouch Meals (UN, Army)

Port Nicholson Fisheries – cartage of live product to market – freeze impact

Ngati Porou Seafoods – Smoked Fish range

Maui Milk – Sheep Milk - consumer products

Tuhono Whenua - Miro – Berry cultivars – 30 + Maori entities, own cultivars for market

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OUR PURPOSE

To grow companies internationally — bigger, better, faster — for the benefit of New Zealand.

12

NZTE INTERNATIONAL NETWORK

OPERATIONS

Streamline the way

you operate

MARKETING

Create and execute

marketing plans

CAPITAL

Access the capital and

investments you need

LEADERSHIP

Benchmark your business

against global trends and

access key people

STRATEGY

Develop effective

strategies for growth

R&D

Innovate and

commercialise your

business

CUSTOMERS

& MARKETS

Connect with global

opportunities and grow

13

RIGHT SERVICE, RIGHT TIME, RIGHT PLACE

OPERATIONS

Streamline the way

you operate

MARKETING

Create and execute

marketing plans

CAPITAL

Access the capital and

investments you need

LEADERSHIP

Benchmark your business

against global trends and

access key people

STRATEGY

Develop effective

strategies for growth

R&D

Innovate and

commercialise your

business

CUSTOMERS

& MARKETS

Connect with global

opportunities and grow

BUILD BUSINESS CAPABILITY ENHANCE GLOBAL REACH

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BETTER TOGETHER

Coalitions are companies with a shared opportunity or challenge that come together to achieve international growth.

15

WE WANT TO WORK WITH COALITIONS THAT…

• Are led by real businesses with a common commercial purpose or objective

• Have the capacity to focus on international growth

• Are willing to collaborate with like-minded companies and engage with NZTE

• Add value and impact New Zealand

• Have hunger and ambition for growth

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Companies

open to

potential

business

collaborations

COALITION ROAD MAP

NZTE meet

potential coalition

members

individually to

gauge

commitment

How we can help

Coalition

members

discuss and

agree on

collaboration

opportunities

Establish clear

rules of

engagement;

legal aspect &

governance

structure

One team

planning; build a

go to market

strategy, validate

against market

needs

Identify

gaps in

capability

and

capacity

Make

Intros

Mediate

Meetings

Facilitation &

Strategic

soundboard

Legal &

Governance

frameworks

Market

Research

&

Customer

Insights

Opportunity

maximised

Risk

minimised

Implementation

and delivery =

Success

Go

to

Mkt

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CRITICAL SUCCESS FACTORS OF A GREAT COALITION

• Clear market opportunity and potential for growth

• Hungry to learn, willing to develop their capability and open to collaboration.

• Select the right partner and model

• Internal leadership and clear definition of roles

• Long term view - innovating ahead of the curve in the target market – that aligns with coalition members’ long term strategies

• Aligned values

POUTAMA CUISINE CLUSTER

Emergence of Sub-Clusters

Seafood Beverages Honey

Poutama Cuisine Cluster

POUTAMA HONEY GROUP

• Land Owners, Honey Producers, Investors

• Land to Brand

• Formal structure

• JV Partner

• Un-Jared

• Superfood/Ingredient

• Food as Medicine

CLUSTER DEVELOPMENT

• 2012 12 Small F&B businesses (Poutama Cuisine Cluster)

• 2016 - Lots of businesses Sub-Clusters, Sector-Clusters

• No formalized structure as yet – Free Range & Open Source

Why?

• To leverage collectivity & economies of scale

• To foster collaboration