Auckland Today Issue 83 by Academy Group

Issue 83 | May/June 2010

Diane Foreman: Entrepreneur of the year and all-round patriot of perseverance

Incubating innovation Turning good ideas into practical business solutions

Are you ready for the rebound?

Making the most of a recovering economy

Hulme supercar

Barking mad and all the better for it

Selling your experience Key components to keep clients smiling

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Visit our website to register for an updated list of jobs and exhibitors. Auckland Today | May/June 2010 | 3

Issue 83 | May/June 2010

Diane Foreman: Entrepreneur of the year and all-round patriot of perseverance

Incubating innovation Turning good ideas into practical business solutions

Are you ready for the rebound?

Making the most of a recovering economy

Hulme supercar

Barking mad and all the better for it

Selling your experience Key components to keep clients smiling

win

ic Fantast prizes

Auckland Today

Issue 83

23,169 ABC circulation as at 31/12/09

Head office Academy House 818 Colombo Street PO Box 1879 Christchurch managing director Gary Collins General manager Rebecca Harris administration Tracy Yellowlees Kylie Moore Shontelle Alexander Kelly Clarke Rebecca McQueen Angela Barltrop Kimberley Wells

admin manager

sales & advertising Robert Cochrane sales executives Colin Morais Grant Williams Janet Campbell Tommy Leslie Craig Mills Jane Watson Jared Cox Steve Dando Angela Burton newsroom Jonathon Taylor editor Sandy Galland Melinda Collins Kate Pierson Bridget Gourlay Marie Sherry Phone: 03 961 5050 Fax: 0800 555 054 Email: editor@academy.net.nz

production Virginia Breitmeyer manager Carolynne Brown assistants Hannah Walters Samara Thomson Camilla Josephs Melanie Stanbury designers CJ McKay Hayley Brocket Ryan Carter Ian Knott Kirsty Opie

Are you ready for the rebound?

Cover story

Innovation

Is bigger better?

Diane Foreman — unflappable businesswoman, Emerald Group chief executive, 2009 Ernst and Young Entrepreneur of the Year and all-round patriot of perseverance

The importance of nurturing original thinking in your organisation, plus the mechanics of turning good ideas into practical business solutions

Evaluating the relationship between business size and success

How to ensure you capitalise on a recovering economy

Cover photograph: Jeff Bass

Let design work for you

4 | Auckland Today | May/June 2010

When it comes to supercars, the more bonkers, the better. So the good news is the Hulme Supercar is barking mad and set to roll off a local production line next year

News

Innovation

Business Features

6 Showing what we’re made of gearing up for World Expo 2010

14 So, what’s the problem? despite all our talk about our inventiveness, New Zealand’s innovation rate has been stagnant for a decade

29 Business at a Glance The Conference Centre and Educators NZ

6 Selling your experience key components to keep clients smiling 7 The Big 6 a guide to help SMEs counter common problems 7 Googlewashing how to battle the online name calling game 20 Lifestyles a top drop, GPS tracker, unique jewellery, fab furniture and why Phuket is paradise found

16 Leaps of faith when making first moves, how you manage the risk is essential 18 Broadening your horizons looking for inspiration offshore

24 Events diary what’s on and where to arm yourself with information

30 Property and Construction The Ranchhod Group, Service Engineers, Concretec and the Office Design Group 39 Transport and Motoring Tristram European Volkswagen, Hulme Supercars and Pavlovich Coachlines

18 Bright ideas just because it’s a novel idea, doesn’t mean it’s a good one

42 Business Development Hally Labels and EmbroidMe East Tamaki

19 Getting your baby incubated turning concepts into creations

45 Solutions Ashworth and Taylor, Mini-Tankers, Scott Packaging Products and French Electrical

Viewpoints

50 Manufacturing Plastic Rotational Mouldings and Borren Metal Forming

21 Products 4U techno treats to boost your daily experiences

24 Tech Talk cost effective IT security

52 Initiatives Eastbridge and the Clear Harbour Alliance

25 Finance the high price of financial mismanagement

Winning ways…

www.academy.net.nz

Motoring

Innovative workspaces can have a direct effect on staff productivity and creativity

Phone: 03 961 5050 Fax: 0800 555 054 Email: production@academy.net.nz

Disclaimer: This publication is provided on the basis that A-Mark Publishing is not responsible for the results of any actions taken on the basis of information in these articles, nor for any error or omission from these articles and that the firm is not hereby engaged in rendering advice or services. A-Mark Publishing expressly disclaim all and any liability and responsibility to any person in respect of anything and of the consequences of anything done, or omitted to be done, by any such a person in reliance, whether wholly or partially upon the whole or any part of the contents of this publication. Advertising feature articles are classified as advertising content and as such, information contained in them is subject to the Advertising Standards Authority Codes of Practice. Contents Copyright 2010 by A-Mark Publishing (NZ) Ltd. All rights reserved. No article or advertisement may be reproduced without written permission.

 Win a free marketing and communications manual from Living Words. Details on PAGE 25.

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And the winners are… Auckland Today congratulates Donna Thorne on winning a Radiessence beauty pack, Selena Johnson on winning a Vinyl Room wall graphic and Lorraine Edwards, winner of Jewel Company earrings.

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News

Showing

what we’re made of

By Kate Pierson

Between May 1 and October 31, 2010 Shanghai will come alive with cultural colour, innovation, inspiration and imagination. Business minds from all walks of professional life will congregate to exhibit products, services and share industrial knowledge in what is a tailor made time for New Zealand businesses to show what they’re made of.

The event is the World Expo and in keeping with what seems modern China’s modus operandi, this will be the largest expo in history. Enticed by the opportunity to be a part of this milestone, more than 160 of New Zealand’s most reputable businesses, including 7000 guests, have seized the opportunity. As a senior diplomat and the New Zealand ambassador to Indonesia, Phillip Gibson is the New Zealand commissioner general for the World Expo. Originally appointed to this position for the World Expo in Aichi, Japan in 2005, Gibson has extensive experience in the Asian region, having been ambassador to Thailand, Laos, Vietnam, Myanmar, Cambodia and Japan.

“The World Expo and the New Zealand pavilion offers New Zealand businesses the opportunity to develop and build international relationships in China and host their guests in an environment that features a unique showcase of New Zealand culture, innovation and technology,” he says. “It is fantastic to see new businesses take up the opportunity to be involved with such a historic event. Some 70 million visitors are expected over the six months of the expo and we are expecting that more than seven million visitors will experience the New Zealand pavilion.” With more than 160 companies and businesses participating in activities at the New Zealand pavilion through individual, ministerial or regional delegation, there are already 175 functions booked to date, with numbers expected to climb in the coming months.

Sponsors of the New Zealand pavilion include Air New Zealand, ANZ, Fonterra, Solid Energy and Zespri. One of New Zealand’s leading kids’ clothing companies, Pumpkin Patch, will also be involved. Pumpkin Patch general manager of business development Mike Arand says: “The World Expo is a fantastic opportunity to cement New Zealand’s position as one of the most desirable places to visit and as one of the best sources of great products and services.” Arand says Pumpkin Patch will be making the most of the opportunity to promote its brand on an international scale. “As we have just launched in China, we plan to use the New Zealand pavilion at the Expo to promote the Pumpkin Patch brand to potential key clients in the market. We see this as an opportunity to strengthen and further build on the branding of Pumpkin Patch by hosting in a uniquely New Zealand environment in China.” For more information on the World Expo 2010 in Shanghai, visit www.nzte.govt.nz and search using the keywords World Expo

By Melinda Collins

The hike up recovery hill is a steep and mostly unchartered climb that’s riddled with obstacles. But then nothing worthwhile was ever easy.

Businesses confuse repeat custom with customer loyalty

In most cases repeat customers are not coming back because they are loyal. There will be other reasons like convenience or price. Anything other than real loyalty leaves a business wide open to losing customers to a competitor.

Fortunately for us, Customer Experiences managing director Chris Bell has simplified the process, mapping out 12 key customer relations areas businesses will need to gain a greater understanding of for business performance to improve. The key, Bell suggests, is to realise that in a world of excess, uniformity and repetition, people buy experiences, not products or services. When people feel good about their experience they will not only return, but tell their friends too.

A satisfied customer is one who has had their expectations met. Remember, nobody raves about a business that has just met their expectations.

The mountain companies need to climb involves scaling the concept of consumer engagement. Turning a financial exchange into a rewarding experience means businesses must be creative and see the world through their customers’ eyes.

In most cases any improvement in a business’ customer experience will be a short term reactive response and nothing to do with a proactive long term strategic approach.

Bell lays out his top 12 challenges for the coming year:

Eighty percent of businesses think they are performing better than their customers think they are

Start listening to your customers and adopt an ‘outside-in’ focus, rather than a ‘we think we know it all’ attitude.

Fifty-seven percent of the workforce is disengaged at work

If a business is to grow its productivity, this must improve. Employee engagement equals increased productivity.

6 | Auckland Today | May/June 2010

Businesses continue to think that a “satisfied customer” is the goal

Most businesses lack a long term strategic approach to improving their customers’ experiences

Eighty percent of businesses lack the knowledge of how to develop and implement a customer experience strategy

Businesses still think providing their front-line people with some customer service training will do the trick. Not in 2010 it won’t.

Ninety-five percent of businesses fail to capitalise on the creativity of their people

Every day your people come to work with ideas that will grow your business and every day they go home having received no encouragement to share those ideas.

Most businesses are using gimmicks (reward points and coffee cards) to try and grow customer loyalty

Real customer loyalty is about building relationships, not dangling carrots.

Most products and services are commodities, leaving price as the only point of difference

Today’s point of difference will not come from a business’ products and services. It will be the value a business can add over and above just providing products and services.

Ninety-five percent of customers can’t remember the last time they had a great customer experience

Most of the experiences we have as customers are less than memorable. That alone is reason enough to develop a strategy that will deliver a consistently high quality service.

Most businesses fail to act on workplace and customer survey results

Gaining feedback from customers is pointless, costly and annoying to customers unless improvement is the result.

The majority of businesses either don’t have a sustainable competitive advantage or are not actively promoting one

Continually thinking about and developing competitive advantages must be a business priority in 2010.

News

It all comes out in the wash… By Kate Pierson

In any competitive commercial market, consumer districts are saturated with similarities. When restaurants with identical culinary cuisine are neighbours and competing coffee shops live on contiguous corners, setting your business apart from the rest is essential. While the cult of celebrity’s prime directive seems to be ‘do something, anything, no matter how inane it might be, that grabs headlines because any publicity is good publicity’ — this is one theory definitely not applicable to your business. Because when it comes to business reputation, clean and well-respected is what should spring to mind. In the world of bricks and mortar, New Zealand business reputation is protected in a legal capacity by statutory watchdogs and regulatory legislation. Laws like the Defamation Act 1996 work to uphold the characteristics of a democratic environment, while protecting businesses from having their reputation vandalised by smear campaigns. The idea is freedom of speech, minus the slander and less the defamatory expletives; it’s the socialist idea of a democratic utopia and in all fairness, the system is sound. Because while it’s not bulletproof, these libel laws uphold the all-important virtue of accountability. Meaning, if your mouth runs away on you for all the wrong reasons, you’re likely to be nabbed by the defamation police. But then along came the internet and the name calling game didn’t just change, it got turned on its head. With most businesses now taking up residence in the digital world, maintaining reputation is a game of two parts (online and offline), requiring personal responsibility. And while there’s no doubt the internet can be your vehicle to success, there’s a reason the world wide web has also been referred to as “uninhibited” cyberspace; it’s because people

have the opportunity to speak their minds under a veil of anonymity. The problem with the acrimonious voices in cyberspace is, that whether they are based on unfounded criticism or are opinion portrayed as fact, they tend to have an acoustical nature of their own. And, chances are, these voices will reverberate from the digital to the real world in much less time than it takes for you to realise it’s happening. That’s why the internet has been called the untamed beast.

Enter solution: Googlewashing While googlewashing has been perceived by some as a tool to manipulate and permanently expunge negative content; the reality is, the deletion of online history on the internet is simply not possible. And in the context of this article, googlewashing is, to borrow the words of journalist David Wilson from The Age, “simply about cleansing the coverage and clearly portraying your brand as you want it to be seen”. So with the guidance of AdCard director Nic Dale, we’ve put together a list of online optimisation options you can draw on. While Dale concedes that relative negative feedback should be a heads-up for businesses to lift their standards, he says there are ways to build up your digital assets and promote a positive image.

A positive online presence is about search engine optimisation. To do this:  Create and optimise your own website Structure your website content according to the wants and needs of your target demographic. Use catch phrases that are definitive to your business and the corresponding market so customers can find you easily through search engines

 Register in the local google business directory You can help your customers find you by listing your company and its services. As a trusted resource, the google business

directory will let you list your business according to its location, industry and services, meaning customers can find you quickly through google. Best of all, the google business directory is free

 Social networking This is a relevant strategy for many industries and as education based marketing, it is an effective strategy and a brilliant tool for building rapport. Whether you join Facebook or have a Twitter account, you can have free access to local and global markets and represent your business your way

 Create your own testimonials domain on your website It has been said time and time again that word of mouth is the strongest form of public relations. Therefore, let your satisfied customers do the talking and offer them a microphone through an online testimonials page

 Deal directly with the source If there are instances where you find yourself as the target of a genuine customer complaint; do what you can to rectify it with the disgruntled party. The reality is, once your business board has been tagged with complaints, the seemingly indelible ink of the internet makes it hard to wipe clean. While this online activity won’t wash away any existing negative graffiti on the internet wall, remaining actively conscious in cyberspace will mean you can promote your business positively and counteract negativity. Ultimately, market participation comes with responsibilities that change with the tides of technological change. This means marketing what’s on offer in your corner of the world and keeping that marketing image in tip-top condition, both on and offline, is essential. Otherwise, your consumer base will simply follow the scent of fellow competitors who are also vying for their patronage.

The Big 6 By Melinda Collins Just as history repeats itself, business failure seems to follow similar paths. There is no such thing as a new business mistake, just an old one repackaged. Which makes getting advice an integral key to business success. Minister of Labour Kate Wilkinson says small to medium sized businesses have been calling for resources to aid them with some of the most common problems they encounter in running a business. Recognising this need, the Department of Labour released Big 6, a series of guides designed to help employers with employment issues in an easy-to-read, accessible format. The department identified six key areas SMEs said they would like more help with; health and safety, hiring new employees, pay, holidays and leave, performance management and ending employment relationships. “We have now created checklists aimed at helping navigate their way through these areas,” and these are all critical business issues, she says. “Getting them right at the start saves problems later on.” With about 97 percent of New Zealand businesses employing fewer than 20 staff, many do not have the specialist inhouse human resource or legal services their larger counterparts do. “Having easily accessible information that helps them respond to whatever issues arise will make life that much easier.” The Department of Labour regularly updates content, ensuring employers have access to the latest information. The Big 6 is available at

www.dol.govt.nz/big6 Auckland Today | May/June 2010 | 7

News

Are you ready for the

rebound?

By Melinda Collins

Before the economic crisis, strained cashflow, poor customer service and a lack of essential business skills were shrouded by the blanket of consumerism. Business was booming, so we assumed all was well. How very wrong we were. When the credit crunch hit, even flourishing companies got a rude awakening. Consumer belts tightened and flaws in business operating models were more than just exposed; they’d become liabilities.

Be accessible

What defines excellent customer service? Accessibility to someone who can provide a solution, not someone who can just listen. There is nothing more infuriating than when you vent your frustrations to someone who then has to refer it on for resolution. Provide an instant solution. If you want to separate yourself from your competition, structure a customer care conduit that allows instant access and ability to provide solutions to your customer problems.

Invest in development

Now the economy is warming, it’s time to implement lessons learned during the past 18 months to not only make the most of a recovering economy, but be better prepared to navigate future economic fluctuations. New Zealand Institute of Chartered Accountants Auckland branch chair Michael Prasad gives us his top 10 tips.

What happens to old buildings that are not constantly renovated? They become worthless, they get knocked down and replaced by modern up to date, more valuable structures. Experts are the world’s best learners. They never stop learning and developing themselves. As soon as they stop acquiring knowledge, they lose their edge and someone overtakes them. If you don’t want to be knocked down and replaced, keep developing and continuously upgrade your knowledge to remain at the edge of your game.

Have economic crisis overheads

Structure your overheads as though you are always in a crisis. When business becomes easier, there is a natural complacency for overheads to pick up. Trimmer, fitter athletes win consistently. Make sure you run a healthy, lean machine.

Review your processes

Pre-economic crisis business was so good, it did not matter if customers got upset or had issues, there was always a queue behind them. But when the river runs dry, every drop becomes precious. Review your processes. Are your customers experiencing exceptional service from you? Are your company processes or policies getting in the way of great customer service?

Spend your time on growth

As a business owner you should be spending 85 percent of your time and energy on growing your business. Sales, marketing, growth strategies, joint ventures, exploring opportunities. These are the things that should take up 85 percent of your day. If you have cashflow issues, low sales or slow growth, I can almost guarantee you are spending most of your time on nonrevenue generating tasks.

Understand the value of your clients

Do you understand the difference between the value of a transaction occurring at the moment versus the life value of that customer? If you own the company and you don’t know, how will your staff know? They won’t, and this can be costly. So many businesses get this wrong. They will fight with their customers to preserve the profit of the transaction and in doing so, lose the life value of that customer.

Build a relationship with your database Is your database a list of names with zero value or is it a healthy, living entity

8 | Auckland Today | May/June 2010

that you consistently communicate with and market to? Your database has zero value unless you have an effective communication strategy that is designed to strengthen relationships with every name on the list. No relationship = no value!

Strive for consistency

If your customers enjoy an experience with you, they will come back to relive the experience. How often do you go to a restaurant or get your car fixed and you have an amazing experience however, the experience that motivated you to return is not relived the next time around? So many businesses have no systems in place to provide a consistent customer experience. If you want to keep customers coming back, structure your business to be consistently good.

Spend with cash, not hope

One of the greatest reasons for businesses failing is spending before the cash is in the bank. The big deal is done, all the ducks seem lined up, we have shook on the deal....let’s buy that machinery we need, let’s invest in the resource to cater for the expansion....and then the wheels fall off and the deal never happens. Sound familiar? Don’t spend your cash on hope, spend it once you have the cash in hand.

Use a sounding board

Why do safe motorists have wide angle side mirrors? To help highlight blind spots. One of the biggest expenses and causes of business failure is making bad decisions. Bad decisions are made because blind spots hide the real danger. How do you prevent this? Get another perceptive — a wide angle mirror for your business. A sounding board made up of other experienced business owners can shed light and opinions on your decisions and prevent you a lot of expense and pain. Michael Prasad is chair of the Auckland Branch of the New Zealand Institute of Chartered Accountants and can be contacted at michael@mpg.co.nz or visit www.mpg.co.nz

DEALING WITH MUCK IS ONE THING – BEING MUCKED AROUND? - FORGET IT! Small businesses have to deal with enough muck on a daily basis without being mucked around over payment.

That’s what Nicky Dargie, general manager of Debtor Management Group tells clients when she’s advising them to make regular use of a little known NZ legal safeguard for sellers and buyers of goods. “It’s pretty exasperating for sellers when they’ve made a timely delivery of goods or services and the buyer mucks them around over payment. It can also be quite awkward when the business community is relatively small and you can be dealing with a neighbour or a friend of a friend.” What many people don’t realise is that NZ law allows you to register a security on products. “You can in effect put a legal squeeze on any deal that is worth more than $2000.” This is a service DMG offers in conjunction with Federated Farmers, to cover rural as well as commercial businesses. When a business sells or leases something and asks for payment on the 20th of the following month, the buyer gets about 50 days free credit. That means unless the goods or services are paid for on delivery, the business owner effectively becomes a lender and risks not being paid. DMG helps business owners get paid and ensure they can legally retrieve their goods should the company or person they are supplying get into financial trouble. Under today’s law, if someone is in apparent possession and ownership of goods, the only effective way for a seller to look after him/herself is to register an interest in those goods and services under the Personal Property Securities Register. “It’s cheap, fast, easy and worthwhile. It lets people you deal with know you are serious

about getting paid and it gives you legal rights to retrieve your goods if you don’t get the cash.” Nicky says. DMG works with all businesses offering credit a cheap, easy way to ensure payment or get your goods back. You can register goods with a collective value of over $2000 on the Personal Property Securities Register (PPSR) under the Personal Property Securities Act 1999 (PPSA).

Here’s how it works – • Get in touch with DMG to discuss your PPSR needs, call on 06 952 3303 or email info@dmgnz.co.nz • DMG will provide the relevant registration form. • Fill it out, sign it and fax it back. • DMG will issue confirmation of your security registration within 24 hours. • The buyer/lessee is informed by post. • Cancel the security for FREE by contacting DMG when you have been paid in full (Some securities have automatic cancel dates unless otherwise specified – contact DMG for more information). Get serious about getting paid - don’t risk losing your money and your goods - phone DMG today on 06 9523303 or email info@dmgnz.co.nz Federated Farmers members can register a security by phoning Federated Farmers on 0800 327 464.

The Personal Property Securities Act 1999 & the Personal Property Securities Register Explained Purpose The purpose of the act and register is to provide a means of securing a buyer’s obligation to pay.

Timing Sellers should ideally register their interest in goods in advance of them leaving their premises.

Exceptions You cannot register an interest in either land transactions or boats. Goods with an individual or combined worth of less than $2000 cannot be registered.

Agreed Value and Identity There needs to be agreement between the parties as to the value of the goods or services for which there is an obligation to pay – and where practical specific means of identification are required. Makes, models, serial numbers and batch numbers need to be completed.

Creating Identity Where there are no serial numbers they can be created by owners using permanent markers if needed – i.e John William Brown/item one/May 2010 – will suffice.

Why register a security • The seller retains some ownership by way of an acknowledged debt. • The seller can apply pressure to the purchaser to pay or return goods. • A registered security puts the seller ahead of unsecured creditors if the buyer goes into receivership.

DONT GET CAUGHT OUT - PROTECT YOUR ASSETS GET SERIOUS ABOUT GETTING PAID

If you sell goods or services on credit, protect your business from bad debt by registering a security on the Personal Property Security Register. Maintain legal ownership until you are paid. Protect yourself and your business against bad debt. Gain rights of enforcement or repossession if your debtor defaults.

Contact DMG today, and make the PPSR work for you. P: 06 952 3303 • E: info@dmgnz.co.nz • www.dmgnz.co.nz Auckland Today | May/June 2010 | 9

Profile | Diane Foreman

On task at Emerald Foods: Diane Foreman (above) in a planning session with members of the management team and checking results with a lab technician (right). Below: Diane with the Emerald Foods management team, receiving the 2009 New Zealand Trade and Enterprise Best New Zealand Business Operating Internationally $10m–$50m award and (above right), recipient of the 2009 Entrepreneur of the Year award.

Photos: Geoff Osborne

By Kate Pierson

We are all commentators of life. We write the story of our existence through the decisions we make, the paths we pursue and ultimately, the person we choose to be. Stories of stoicism in the face of adversity have been told by many narrators and spoken of in many subjects. But the story of overcoming challenge that I was privy to, was not like any other I had heard. Told to me by the owner of the story, its compelling nature was not owed to sensational narration or personal jargon. Quite the contrary; it was a story in which the facts spoke for themselves. As the narrator of this story recounted her professional evolution, she invited me into the challenges of her past. She told a story within a story, which has lingered in my mind since. Not because it was cloaked in drama or rich in colourful language. In fact, it was the simplicity of the story and the symbolism within it which reached out to my sensibilities. She spoke of a close friendship with another woman; living in a situation where every dollar counted. As solo mothers they were bound by a budget for survival. So, combining the little extra resource they had, they bought one dress top and skirt to share between them for special occasions. Items, which, by everyday standards are considered a wardrobe staple, but to these women were a material luxury. As I listened to this story I understood that these were women who did not let financial and circumstantial challenges define them, dictate their future or own their existence. They were women who

10 | Auckland Today | May/June 2010

found opportunities in obstacles and applied logic to circumstances to achieve resolution. It was an achievement in itself. But perhaps even more so, because the narrator and one of the women in this story was Diane Foreman: unflappable businesswoman, chief executive of the multi-faceted Emerald Group, the 2009 Ernst and Young Entrepreneur of the Year and all-round patriot of perseverance.

Defining Diane When you talk to Diane Foreman, it’s hard to know where to start. So much success, so much professional ground to cover; the story is as unique as the woman who wrote it herself in the language of sheer determination. Yet while I enter my conversation with Foreman, mindful of covering all bases, her comprehensive yet entirely organic story telling style leads me effortlessly through the passage of time. And without even being consciously aware of the fact, once we have spoken, I realise that through an entirely natural exchange of dialogue, I have become acquainted with Foreman and her five lives in under an hour. That’s quite a feat considering the rich tapestry of her existence. Of course five lives is clearly a tongue and cheek expression, but it is offered with sincerity. Because while Foreman is a mere mortal like the rest of us, the breadth of her professional experience defies more than just one lifetime worth of work. As chief executive of the Emerald Group and the Emerald Foods business empire, Foreman has investments in New Zealand healthcare, manufacturing in New Zealand and America, high level recruitment and a boutique hotel on Auckland’s North Shore. Needless to say, Foreman’s finesse for smart investment and her pursuit of opportunity has befriended my own aspirational nature.

Profile | Diane Foreman

Diane Foreman packs icecream with staff at Emerald Foods. Photo: Geoff Osborne

I am eager to know what kept Foreman moving forward when it seemed like the world wanted to hold her back. “It’s about wanting something and climbing under, over or through anything to get what you want and not seeing the obstacles,” she tells me. Curious to know if stresses associated with work are equivalent to those she experienced as a solo mother with no formal tertiary qualifications, I already know the answer. Because she has already expressed the unwavering commitment to her children and tells me the stresses attached to her job are disproportionate to those she faced fighting to give her children what resources they needed. “I know what it’s like to be in that situation as a solo mother and it is much more upfront and in your face, because you are wondering if you can pay the rent, buy the groceries and look after your children. I always knew I wanted much more than that.” While Foreman will speak openly of her achievements, she does not glamorise her success or downplay the fact that she too has experienced hits and misses. When faced with these obstacles, it’s not about giving up, instead hold fast to your dreams. “You keep on turning up. If something doesn’t work, try and try again, because it’s too easy to say it’s too hard.”

Served around the world, in flavours for every fancy, these 100 million milestones constitute the number of icecream scoops dished up by Emerald Food subsidiaries every year. Movenpick, Killinchy Gold, Heavenly Treats, Lite Licks, Chateau Premium and iconic brand, New Zealand Natural are all part of the Emerald Foods family.

It was in 2002, during a recruitment process to source a CFO contractor for the Emerald Group, that her relationship with Bailey was cemented. “She is a great business partner. She tackles the hardest challenge of tapping into the talent base and finding the best people,” Foreman says.

Every scoop served is a milestone because the brands they represent were resuscitated and revived by Foreman when their commercial heartbeats were flatlining. Perhaps the veil of natural humility she wears will mean Foreman doesn’t see it this way, but for those who know this story, it’s hard not to.

“It is not the critic who counts, not the person who points out how the strong person stumbled, or where the doer of deeds could have done better. The credit belongs to the person who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes short again and again, who knows the great enthusiasms, the great devotions and spends themselves in a worthy cause, who at best knows achievement and who, at the worst, if they fail at least fails while daring greatly, so that their place shall never be with those cold and timid souls who know neither victory nor defeat.” — Theodore Roosevelt,

The facts themselves are food for thought. There are 15 million litres of icecream produced by Emerald Foods every year; the New Zealand Natural brand is represented by 700 outlets around the world in 21 countries and every nine days a new outlet is opened somewhere in the world. Before the days of palate pleasing with her global icecream brands, Foreman had filled the professional shoes of husband Bill Foreman. Succeeding him as chief executive of Trigon, she headed a company of 750 staff and managed an annual turnover of NZ$135 million and six manufacturing plants worldwide.

Foreman’s recognition of the fact that life is not always fair is refreshing. She knows that efforts dedicated to a cause won’t always pay off, but it is our acquaintance with struggle that makes our meeting with success even sweeter. And in Foreman’s case, the sweet taste of success is quite literal.

In 1995, Foreman played a prominent role in the sale of Trigon to Sealed Air Corporation — an achievement she considers a career milestone.

Millions of milestones

In a professional capacity that’s close to her heart, Foreman credits her relationship with Emergent & Co founder, manager and co-owner Carmen Bailey as a significant highlight on her professional journey.

One or two milestones are a staple ingredient in any successful lifetime, but for Foreman’s Emerald Foods, around 100 million milestones a year is the average.

“Being part of the team that sold Trigon was an incredible experience,” she says. “I felt really proud of what we achieved as a business and for the business.”

Entrepreneur

26th President of the United States of America

New Zealand is renowned for its innovative spirit. Quintessential Kiwi ingenuity is embodied in the entrepreneurial movers and shakers who sow the seeds of creative imagination into our business landscape. So in a country rich with talent, being named as the 2009 Ernst and Young Entrepreneur of the Year is a prestigious achievement. On October 22, 2009 with her closest friends and two of her children in attendance, Foreman accepted the Entrepreneur of the Year title awarded in acknowledgement of her reputable business acumen. Preceded by former winners including Michael Hill and Sir George Fistonich, Foreman accepted the award in the company of her four fellow finalists whose own impressive achievements gave even greater weight to her win.

In her acceptance of the award, Foreman borrowed the words of President Roosevelt because they speak of truths that resonate within her every day.

After thoughts Before our conversation comes to an end, I can’t resist the journalistic cliché of asking if Foreman will impart some words of wisdom. As expected, like the rest of her offerings, Foreman is forthcoming with words of profound value. From a moral perspective, she tells me that in business and in any industry, there is a cardinal rule. “Do unto others as you would have them do unto you. In business and in life, if you follow this rule, you keep out of trouble. It’s about personal integrity, because you have to be able to live with yourself.” With a notepad rich in Foreman’s knowledge, I ask as a final conclusion to our conversation, what is on the horizon for Foreman’s future in business? “More of the same,” she replies enthusiastically. And while it may be a simple response, I know that this ‘more of the same’ will entail a workload reminiscent of those in her past. In short, this means a tireless workload condensed into a timeframe that defies logic. In June 2010, Foreman is representing New Zealand at the Ernst and Young World Entrepreneur of the Year Awards in Monte Carlo. The year 2010 will also see New Zealand Natural representing New Zealand as the only national icecream company to exhibit at the Shanghai World Expo, running from May 1 to October 31. As we exchange goodbyes, something tells me there will be many more stories to tell about Diane Foreman’s professional adventure and her final response tells me she’s thinking the same. “Everyone has a ‘use by’ date, but I know I still have a long way to go. I will always be doing something, that is who I am.” Auckland Today | May/June 2010 | 11

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Auckland Today | May/June 2010 |PM 13 19/4/10 4:17:18

Innovation | The Way Forward

Dancing in the rain By Jonathon Taylor

“If you do what you’ve always done, you’ll get what you always got.” It’s an oldie, but a goodie and never a more pertinent word has been uttered when it comes to business. And as the shape, nature and arguably the rules of post recession business practice re-write themselves, Mark Twain’s words seem ever more pertinent. Now while there’s said to be no such thing as a bad idea, there are a billion

and one ways to turn a good idea into road kill before it’s half way across the street. Bright ideas aren’t the problem — realising them is. This is where ‘innovation’ gets a bad rap, because many forget that big things come in small packages. It’s not all about Richard Branson and space tourism or Bill Gates and software; innovation for the average small to medium enterprise is, in the main, about taking care of the little things. Little things which if left to their own devices can become liabilities. It isn’t necessarily about doing new things, it’s about doing things a new way, as good ideas are overtaken by better ones. Innovation in business is as much about questioning not just what you do, but how

you do it. The guiding principle is all about embracing change.

Failure to service operational reality will see any venture rusting on the side of the road as a thunderstorm of more efficient competitors breaks overhead.

While change for nothing more than change’s sake falls directly into the ‘if it ain’t broke, don’t fix it’ box, failing to evaluate where you can perform better, or operate more efficiently, makes it difficult to keep pace with the competition. The result is that doing nothing means you’re not only not moving forward, but actually moving backwards relative to others.

The key to keeping your wheels turning is marrying ideological flights of fancy with the realities of running a company. In real, practical terms, innovation is more than bright ideas; it’s as much about evolving systems and processes as it is about creating products and concepts.

Starting a company or launching a new concept is of course a burst of inspiration, but running this business or ensuring your concept gets off the ground is an exercise in pragmatism, where attention to detail and logistical logic are the vehicles delivering that entrepreneurial dream.

In order to help you embrace change of your own we look at innovation as a driver of growth, broadening our horizons, the mechanics of risk management and where to find help when that burst of inspiration arrives. Waiting for the storm to pass won’t work. It’s time to dance in the rain.

What’s the problem? By Melinda Collins

New Zealand is ranked highly in international comparisons, from economic freedom through to ease of doing business. It also provides the ideal environment to foster a sound innovation ecosystem — at least on paper. Robust technical, financial, commercial and legal support levels and vast organisational, social and marketing knowledge provide the basis for a strong innovation hub within our small, isolated economy. And it’s what we’ve always been known for, right?

Yet, in spite of a macro-economic and institutional framework ideal for fostering innovation, we are failing, and failing miserably. Not only has the New Zealand Institute accused New Zealanders of not caring about the country’s “innovation eco-system” but a newly released report shows the true extent of our dismal innovation performance. The Innovation Index of New Zealand is an interindustry, multi-indicator study measuring our innovation effort since 1998, published by IBM New Zealand and the University of Auckland. The research looks at innovation across the whole of the aggregate New Zealand economy, as well as within 16 separate industry sectors, spanning both commercial and non-commercial. And its contents are no less than astounding for many within the business community. The research reveals that, while some industry sectors have performed reasonably well, New Zealand’s overall rate of innovation, an attribute we have become renowned for, has remained stagnant for almost a decade. After rising 13 percent between 1998 and 2000,

14 | Auckland Today | May/June 2010

the overall rate of innovation in New Zealand remained virtually flat for the next seven years before dropping sharply in 2008, almost certainly in response to the then-deepening economic recession. IBM New Zealand managing director Jennifer Moxon says innovation performance is widely acknowledged as a key driver of economic growth. “Given the critical role that innovation plays in creating wealth and prosperity, it is concerning that the rate of innovation in this country has been virtually stagnant for the last decade,” she says. From an industry sector point of view, the strongest innovation performance came from the agriculture, forestry and fishing sector where the index more than doubled between 1998 and 2008 — the only sector where innovation activity consistently increased year on year.

throughout the past 10 years. Registered Master Builders Foundation CEO Warwick Quinn says construction companies shy away from being innovative as a result of the increased regulations stemming from the leaky homes syndrome. “They (construction companies) stay conservative to stop themselves being exposed to litigation or claims down the track.” The industry’s hierarchical process doesn’t engender innovation and he suggests a holistic approach to curve its innovation results. For innovative elements to be injected into the process, architects, builders, tradesmen and homeowners need to collaborate ideas and concepts from a project’s inception and this represents the exception rather than the rule. “Changing this culture and working smarter is what will drive innovation and productivity.”

But this finding came as no surprise to the researchers, University of Auckland Business School Associate Professor Basil Sharp says. “Given that agriculture, forestry and fishing is responsible for more than half of New Zealand’s export income — by far the largest single export sector — we would expect to see greater than average investments in innovation in this sector.”

IBM New Zealand chief technologist Dougal Watt says it is time for New Zealand to prioritise innovation to secure a brighter future. “Innovation has the power to transform organisation, industries, even our whole country. But, improving New Zealand’s innovation performance will not be simple or quick. It will require collective investment and long term commitment from many stakeholders, including industry bodies, research institutions, universities, business leaders, government policymakers and investors.

According to the index, the construction industry had the biggest innovation decline (15 percent)

“To drive meaningful change, this will have to be a truly collaborative effort.”

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Innovation | The Way Forward

e L -

s p -

a - of faith

By Melinda Collins

We recognise courage as a quality of spirit that enables one to face danger without showing fear. Some organisations have it. Some don’t. But how does courage play out in business? University of Southern California professor Kathleen Reardon offered this insight via the Harvard Business Review in 2007. “In business, courage is really a special kind of calculated risk-taking. People who become good leaders have a greater than average willingness to make bold moves, but they strengthen their chances of success — and avoid career suicide — through careful deliberation and preparation.” Despite all the preparation in the world, risk taking is not always what it’s cracked up to be. On April 23, 1985 The Coca-Cola Company took arguably the biggest risk in the history of consumer goods, announcing the first formula change for the world’s most popular softdrink in 99 years. It promptly spawned extreme consumer angst. The ensuing public protests, boycotts and emptying of bottles in the street saw Coca-Cola promptly bin the whole idea, returning to the original formula just 79 days after the “new, improved” formula introduction. But, as they say, nothing ventured is nothing gained and the late chairman and CEO at the time Roberto Goizueta, said the venture stands as testimony to the power of “taking intelligent risks”.

Risk management The act of creating a business is, essentially, a risk in itself. Then, once established, risk comes with the territory. Deciding not to take opportunities and not look for new ways of doing business can be a greater risk than doing so. Fact is, all businesses face risks — it’s how you manage them which ensures corporate survival; making risk management, rather than the act of risk taking, the prerequisite of business success. Risk management is not about either taking or avoiding risks, according to New Zealand Society for Risk Management executive Steve Vaughan. It involves taking appropriate actions relating to risks to ensure your business can achieve its goals — quite simply, it is taking risks, but assessing the risk involved and acting accordingly. “Risk management is systematically identifying what you want to achieve, working out what might affect that, how likely it is and deciding what systems and protocols to put in place to address those situations,” Vaughan says. “Good risk management requires two way communication with those affected and continually monitoring what is going on.”

schedule, designed to keep costs and, therefore, airfares low. “A number of things, weather, mechanical problems etc, caused delays which meant late and cancelled flights and unhappy passengers. Jetstar did not have spare aircraft to fill the gaps so passenger backlash got worse. “Finally Jetstar was forced to take a number of steps including offering compensation and a Jetstar customer guarantee. “The question is, did Jetstar identify and assess these risks before they launched? Did it have the communication with customers to make them aware that a trade off for really cheap fares was the possibility of delay? Were the steps Jetstar took already set up as part of its risk management, or was it invented ‘on the fly’?” Once you have identified and understood the risk, you can decide whether or not it is necessary to act, develop a strategy for action and decide the right time to strike, which is determined by the scenario. Acting unnecessarily may result in wasted time and cost when risks are not pertinent.

 Improved information for decision making  Enhanced reputation  Director protection  Better accountability and improved governance  Better health and safety. The key, he says, is not to treat risk management as an add on but to wire it into the organisation’s management. “The process of risk management can be described in one paragraph but doing it successfully requires discipline and skill.”

Key steps to achieving solid risk management:  Be clear about your objectives and write them down  Understand the context you are working in, including your capabilities, your stakeholders, regulatory requirements and financial requirements  Work out who you need to communicate with and how you are going to do it and do it

Vaughan also points out that most organisations manage risks in some way or another. “It’s just if they don’t do it systematically, they are not likely to get the benefits from it.” And the benefits, he adds, are diverse.

 Using your objectives, systematically identify risks

Risk management benefits include:

 Assess those risks

 Fewer surprises  The ability to see and exploit opportunities

 Decide which ones need treatment and do so

Well, that’s debatable. What isn’t debatable is the power of strategic risk taking — witnessed by the launch of cut-price airline Jetstar and evidenced by the daring launch of New Zealand’s Two Degrees mobile network, with its $250 million price tag.

Had Coca-Cola identified public backlash as a risk when developing the new formula, it could have assessed the risk and worked out a way of dealing with it. A sound risk management process would have seen the company actively monitoring for early signs of public backlash, allowing for a back up plan (or to ditch the venture entirely) and the company would have had no sudden surprises.

 Improved planning, performance and effectiveness of the business

 Monitor to make sure the treatments are happening.

 Improved efficiency (by focussing effort on the risks that really matter)

While it takes courage to make the first move, how you manage the risk is essential.

The launch of Jetstar is another prime example, with its low number of planes and tight

 Improved relationships with stakeholders (a result of effective risk communication)

Most importantly, he says, get expert help if you need it. The society has a list of consultants available on its website www.risksociety.org.nz

16 | Auckland Today | May/June 2010

What are Cloud Services and Should I be Using Them? If you are a small to medium sized enterprise - and more than 99 percent of New Zealand enterprises are - then YES! you should be using Cloud Services. Economies of scale are typically only achieved by large enterprises, but Cloud Services allows the small and medium enterprise to leverage these cost benefits too. Essentially this means you pay for what you need, when you need it. There is no fixed term contract and capital costs are converted to monthly operating costs. What exactly are Cloud Services? Cloud Services, or Cloud Computing, is the latest buzz word in the IT industry and it can mean different things to different people. Cloud computing uses a pool of resources (servers and software) that are hosted on the internet in lieu of physical hardware - in essence you outsource your IT needs to a hosting provider. The Cloud provider maintains the hardware, software, licensing, security, maintenance and facilities so the user can focus on their core business. Benefits of Cloud Services Perhaps the biggest advantage of Cloud Services is the elastic, or scalable, nature. This allows you to add or remove resources with push button ease; when you need it. Cloud computing removes the need and associated costs of over-provisioning in anticipation of peak usage. Another benefit of cloud services is online data backup. Once you have set the configuration for how, when and what to backup, you can rest assured your data is safely stored offsite in a secure location. Disaster recovery is quick, easy and can be accessed whenever you need it, any hour, any day, 365 days a year. Generally there are no fixed term contracts with Cloud providers so it can be a cost effective start up option for new businesses; or for existing businesses a risk free way to play around and decide if it is for you. Move with the Times or Risk Being Left Behind Cloud computing is the way of the future. To quote Simon Wardley, Software Services Manager for Canonical, the main sponsors of Ubuntu “As soon as one competitor gains some sort of technological advantage all its competitors will follow suit. It creates constant pressure towards modernisation”, and “All organisations need to continuously evolve and adapt so you don’t really get a choice about Cloud computing. You better start getting prepared”. Buyer Beware!! Before signing your confidential and valuable information over to a third party, you need to be aware of where your data is going, how secure it is and how accessible it is. Data sovereignty should also be considered now that many other countries have laws allowing them to access any electronic information transmitted through or stored within their borders. Points of Interest Forrester has found cloud computing is an issue of growing importance for Australian and New Zealand organisations, with 22 percent ranking it a critical priority and a further 14 percent a high priority. “We expect these numbers to jump considerably when we do this survey again next year,” says Tim Sheedy, Forrester Senior Analyst. Source: www.forrester.com/cloudnz (requires registration)

Measurable Cost Savings Using Cloud Technology Here’s three ways you can reduce your IT costs by using Cloud Technologies Reduce capital expenditure Hardware, facilities, licenses, maintenance, security, technical staff and training all cost time and money. Convert capital costs and operating hassles to operating expenses Pay for what you need, when you need it Pay only for computing resources needed and consumed, preventing the need for over-provisioning in anticipation of peak usage No fixed term contracts The low risk, cost effective start up option, or a risk free way to try before you buy

Auckland Today | May/June 2010 | 17

Innovation | The Way Forward

Bright

Whether you’ve invented a whole new widget or have come up with another way to breathe new life into an old idea, it pays to take a measured approach to assessing its potential...

ideas

By Kate Pierson

the business path is to stop, look and listen. It’s a cardinal rule for human existence; an age-old method of protecting ourselves against imminent danger.

While it would be great if life imitated art when it comes to sensing danger or smelling success, the reality is, we need to learn to see and read the signs ourselves. Unlike fictional characters that inhabit the world of animation, we don’t see or hear warning bells as we approach a danger zone. And our alter-ego won’t appear to whisper words of wisdom in our ear. Learning to spot the accelerate, slow down or brake signals is critical when you are investing time, resources and energy into a new project.

the knowledge she gained from developing her own software start-up in 2000, has educated Hill on the language of commercial signs.

Bringing innovation to life is a game of two parts. First and foremost, it is about conceptualising a market-specific product, service or technology that is scalable. PowerHouse venture partner and technology entrepreneur Jane Hill knows all about this, as well as the ins and outs of the innovation game.

Hills says that in pursuit of innovative success, the first step for entrepreneurs is to ensure their idea is the best it can be. “To do this, entrepreneurs need to truly understand how customers will value their proposed solution. They should aim to increase customer satisfaction on dimensions that are important to them and know how businesses conduct their operation currently, as well as talking to plenty of potential customers.”

Hill has been working in venture development for the last five years, advising start-up businesses. She started at the Canterbury Innovation Incubator at powerHouse in 2004 — an organisation that specialises in venture creation and venture development. This hands-on experience, in conjunction with

She adds that finding a low risk market segment to start with, validating this market, as well as conducting customer trials, bringing in advisers and learning how to synthesise the information given by these advisers, are also fundamental factors. Once a concept with real market potential has been formulated, the next step on

Stop, look and listen

Broadening By Kate Pierson

While the expression “the grass is greener on the other side” is a metaphorical proverb used to describe peoples’ instinctive desire for wanting what they don’t have; its ulterior meaning is pertinent when applying it to the subject of broadening your business horizons. It’s not so much that offshore companies and business brains seem to always have what we don’t, but more that their industries and international experts can give us more of what we need to feed our own markets and economy — innovative attitude. According to a collaborative survey between IBM and the University of Auckland, our innovative heartbeat in New Zealand is flatlining. Evaluating

18 | Auckland Today | May/June 2010

The same rule applies in business. Before leaping, it is important to take a moment and reflect on your surroundings and potential signs of danger to identifying whether something is amiss or that success is on the radar. Hill discusses some key warning signs that an idea or technology may not evolve past the preliminary stage of development as well as discussing signals for success.

Heads up: Danger ahead  No interest from customers; if you are unable to find interested trial customers at a very early stage

 If you have to spend a large amount of money or time before you believe you can present the concept to a customer, this could be a major issue

 If the idea or technology is high risk for your potential customers, this can present a constraint

 If you have developed something which is in conflict with current industry trends.

Hold on: Success is in reach  When you see market trends that are

comparable with your product or service, are gaining momentum

 When you are delivering a solution that customers are prepared to pay for

 Industry leaders confirm the value proposition

 Customer satisfaction is being voiced  Interest from investors is evident. While the simplicity of these signs can detract from their critical importance, recognising them is essential. Because often, that which is deemed too simplistic to be of any relevance, is what can make or break an idea. It’s about having business intuition minus the superstition. Because having business intuition is not akin with relying solely on your gut instinct for answers, or trying to forecast or predict a result. It is about being wide eyed and open eared to the signs which will inform a result. Signs can spell out danger or give you the injection of motivation you need if selfarticulated doubt is clouding your ability to see that success is on the horizon.

your horizons

the research and development that drives innovation in New Zealand and how this is translated into products, the index indicated that innovation was on the rise between 1998 and 2000 before stagnating for seven years and falling in 2008. Foundation for Research, Science and Technology (FRST) investment services manager, Hamish Campbell says the proposition that innovation is flatlining conflicts with what the organisation has observed. In contrast to the index’s revelations, FRST has seen a maturation of innovative research and development (R&D) and from its perspective, recognition of the importance of innovative practises is on the rise. But while some are placing significant emphasis on developing innovative services and products through R&D, Campbell concedes that in the context of our standing in the OECD, New Zealand businesses as a collective have yet to gain real momentum in this area.

“We need to lift our game in the quantum of investment. To succeed on the international scale, R&D is essential, but are there enough New Zealand businesses doing this? Probably not. And until we out-think and keep pace with offshore businesses in the same industries, we will always be behind the eight ball.”

experience here means we can identify specific needs and validate our services and products.”

To operate and compete in a global marketplace, New Zealand businesses need to understand global markets and trends and part of this is looking at offshore industries, he says.

From concept through to commercialisation, it helps evaluate ideas, accelerate product development and inform business decisions. For a small fee, New Zealand businesses can connect with the international market and ultimately, broaden their business horizons.

“We can’t succeed by just looking at activity onshore. We need to participate in a global marketplace by looking offshore for ideas and utilising existing offshore networks. “There are an estimated one million New Zealanders living outside of our country, which means we have the second largest expatriate community per capita. Making connections with these people and applying their global

FRST offers a Global Expert service which utilises more than 20,000 experts from leading universities, research institutions and companies around the world.

Developing innovation is only the start. Broadening horizons is also about learning to speak new business languages and opening your mind to new professional possibilities both here and abroad. For more information on FRST and Global Expert go to www.frst.govt.nz

Innovation | The Way Forward

Getting your baby

incubated By Sandy Galland

New Zealand’s incubator industry has come of age and is gearing itself to deliver the next wave of high growth companies, with many incubator residents enjoying tremendous international success. A start-up business’s survival rate is increased from 35 percent to 87 percent if it works in an incubator, according to American statistics. Incubators New Zealand, a national umbrella body for the sector, agrees with this statistic however, chairman Jonathan Kirkpatrick says local incubators should focus on growth, not just survival. “If you focus hard on and achieve growth, survival will be a by-product of that.” And growth is alive and well in our incubation sector, he says. While the data for the financial year ending 2010 is yet to come in, Kirkpatrick says the 2009 figures show regional incubators had an estimated economic impact of $417 million last year and now employ around 1000 people nationwide. Last year 120 companies were in incubators and another 177 businesses had graduated from one in the last five years. Kirkpatrick says currently there are close to 200 companies in incubation. The data shows the graduated companies now average $1.1 million in annual revenues with 44 percent of revenue coming from exports. These graduated companies have raised almost $30 million in capital to date with the current incubated companies having secured another $9 million. “The data also shows our graduating companies now average over 10 staff. This places them among elite company as only 6.5 percent of New Zealand firms employ greater than 10 employees,” he adds. “This research showed that incubators provide up to 20 times more jobs than community infrastructure projects. That doesn’t mean that investment in roading, schools or telecommunications shouldn’t happen but rather that investment in our country’s entrepreneurial support infrastructure is also vitally important. We need to leverage this investment to generate new jobs and help people start their own high-growth businesses,” he says. Incubators New Zealand represents business and technology incubators from throughout the country. These incubators assist and encourage high-growth start-ups to achieve full potential by providing them with expertise, networks, tools and access to capital.

Kirkpatrick says the three most powerful tools an incubator can offer a passionate entrepreneur are:

 Assistance to someone who is most often

technically capable but not particularly business savvy and might not understand fully what it takes to grow a business

 Establish where the technology the

entrepreneur has developed can be used in the marketplace. Finding the best market pull and converting the technology into a product is critical

 Introducing entrepreneurs to potential

investors and helping them to articulate their value proposition.

Kirkpatrick describes the role of an incubator as an environment which will minimise the need for luck. “There is always a bit of luck involved in business, but we like to remove a lot of this by putting everything in context. We can introduce businesses to the right people, the right customer and the right investor at the right time and the right place. Hopefully we can ensure any piece of bad luck which might come along is not the end of the road.” However, paramount in all this is the passion of the entrepreneur. “This is what will drive everything.” So who will an incubator accept into its nurturing embrace? While each will have slightly different criteria, the fundamental attributes include having attractive intellectual property and serious growth potential. And of course, in a New Zealand context, this means serious export potential.

Unlike the traditional business growth model where you might grow and establish your business locally first, incubators will help

entrepreneurs get to international markets quickly. “With so much of what we are creating, you have to move quickly or you are too late.”

Case Studies RPM Retail

John Saywell was one of those entrepreneurs who had a great idea, but little else other that the passion, dream and dedication. He entered his business plan in a competition and earned himself a place at the Canterbury Innovation Incubator (Cii) in 2002. His dream was to bring to the market his computer programme which delivers plain English advice to retail chains to help motivate branches to improve business performance. “One of the first things Cii did for us was help raise our expectations.” Saywell says aiming high is an important step. The next few years under the wing of the incubator saw the dream become reality. A company was formed, the plan fully detailed, partners formalised, investment sought (and found).

Shapeshifter The ball was set in motion and Saywell knows without the incubator, his company might never have made it off the ground — certainly it wouldn’t be the success it is today.

Hamish Dean also had a great idea, one he explored in-depth in his PhD research. In 2003 he entered Cii and the idea began to take shape. “I didn’t know about business. I didn’t know you could get investment. I would have run out of money before I had a product to sell,” he says.

Eight years in and he says Cii was “the safety zone enabling us to produce and develop the prototype and go through the entire R&D process without failing, because at the time we still had nothing to sell. Our product is a world leader in what it does. The hard part is going into international markets with credibility, capital and experience.”

His product, a software package for the clothing sector which reduces the amount of fabric used when cutting the parts from cloth, has been sold to clients in 25 countries. “I would never have made it on my own. I didn’t understand the complexities of business and just how difficult things were. The incubator provided a good environment to grow and learn.”

However, eight years since the seed of an idea started growing, Saywell and his team have developed a robust business and he is confident the future is bright.

While the process took longer than Dean expected, he says the company has gone further than he ever anticipated. “We were aiming to get 10 customers. We now have over 300.”

Auckland Today | May/June 2010 | 19

Living | Today

Travel style Known as the pearl of the Andaman Sea, Phuket is what you picture when you think of a tropical holiday paradise — white sand beaches, emerald bays and swaying palm trees. Awaken to an island sea view as the light spills into your room and across your bed.

new style icons

lifestyles

Perched on a secluded headland at the southern corner of Patong, Phuket’s most popular beach and surrounded by 28 hectares of forest, is Amari Coral Beach, where you can start each day immersed in the natural beauty of Phuket. With first-class restaurants, affordable luxury accommodation and a quiet private beach, this island resort hotel offers a holiday experience like no other. Indulge in some well-deserved relaxation at the renowned Sivara Spa, offering a wide range of spa treatments and massages. Live it up with some of the best scuba diving and snorkelling in the Gulf of Thailand as well as the most happening nightlife. The superb service and idyllic setting of this luxurious resort will provide guests with a truly unforgettable holiday experience. Available: For more information, www.amari.com RRP: From $NZ270 a day

Relax in style Noosa chair Kiwis enjoy a relaxed attitude to living, spending time chilling out on the deck or in the garden, so why not create an outdoor space as inviting and comfortable as your living room? This ultimate pool-side lounger lets you feel like you’re on holiday at home. The large 1.8 metre wide Noosa daybed by Coastal Design features a unique solid woven canopy hood that reclines back when you want the full sun, or leave it up for shelter, privacy and UV protection. It is available in dark chocolate or beige rattan, fully weatherproof with rust resistant powder coated aluminium frames, designed and guaranteed for the New Zealand outdoors all year round. Available: Coastal Design Co, order online at www.coastaldesign.co.nz, phone (09) 300 7250. RRP: $4990, includes Sunbrella marine squabs, throw cushions and canopy top

Wine style Sacred Hill 2008 Halo ’Hawke’s Bay Chardonnay Sacred Hill has released its 2008 Halo Hawke’s Bay Chardonnay to an exciting response. It delivers captivating aromas of peach and rock melon with subtle nuances of nutty oak. The palate is mineral and tight with generous stone fruit flavours confined with a fine chalky texture. This is an elegant and long drop with ripe peach flavours which linger on to a clean and dry finish. Only a limited number of each varietal of the Halo range is produced each year. Available: From premium wine outlets, restaurants and bars. RRP: $25.90

Designer style Phoenix Pendant When it comes to exquisite baubles with unique style, the name on everyone’s lips is Robinson Designer Goldsmith on Auckland’s North Shore. The jeweller was personally invited to show his wares at a Hollywood pre-Oscar party with all the big names. Each year the company designs and creates around 200 unique one-off pieces, the heirlooms of the future, like this Phoenix Pendant, handmade in 18ct gold with purple, pink, yellow and orange sapphires and hand carved mother of pearl clouds. Each concept is sketched in detail with some designs completed in water colour. After sourcing the best materials at home and from overseas, the dream becomes a reality.

Techno style GPS-600 Asset Tracker ‘Peace of mind for your loved ones’ is the catchcry from the innovative company behind this asset tracker — and the peace of mind it would give you while trying to keep tabs on an errant golfing hubby would be invaluable.

Spy Pen

In-store you can view one of New Zealand’s largest range of quality handmade diamond rings and jewellery, or plan your own unique creation in conjunction with Robinson Designer Goldsmith.

The magnet mounting GPS tracker can locate and monitor any remote target by SMS (by cunningly attaching it to a golf bag perhaps). It can transmit the longitutde and latitude co-ordinates to your cell phone or you can find its location on the internet for free. The tracking devices from GPStracking4u come in all forms from wristwatches to products which can also listen to the sound around the tracker.

Indulge your inner spy next time you’re taking part in a business meeting — all you need is this special gadget. It looks like a pen, feels like a pen, even writes like a pen but — just like something out of the movies — this pen takes photos and digital videos with full voice recording. It is the ultimate device for recording important notes in business meetings, or for catching up with what really happens “on tour”.

Available: www.rdg.co.nz, phone (09) 489 9948, email info@rdg.co.nz RRP: Phoenix Pendant $6500

Available: www.gpstracking4u.co.nz email info@gpstracking4u.co.nz, phone (03) 382 4459 RRP: $525

Available: www.e-gadgets.co.nz phone (09) 948 2090 RRP: $89.99

20 | Auckland Today | May/June 2010

Living | Today

techno treats

products

Life is a network of challenges. The social, physical and emotional obstacles presented don’t discriminate; at any age, being well equipped goes a long way if you want to live life to the full. And because every moment is precious, irrespective of the distance you have walked through life, there are always ‘things’ that can make the journey a little more fun — so here are some of life’s little techno treats to make sure your path is one well travelled. Tomtom Start In-Car GPS navigator

Logitech Marathon Mouse M705

Our world today is alive with the sights and sounds of change. We have archived the vintage days of horse and cart and penny farthing bicycles and now our streets are explored by the latest modes of transportation. And with motorcycles, mopeds and super mini cars of every breed on the road, it is no wonder many of us find it hard to get a sense of direction in the midst of the hustle and bustle.

It’s a mighty little mouse and no doubt you’ll want to trap it. But that’s where the similarities end between the mammal and mechanical siblings, because unlike its furry counterpart, the Logitech Marathon Mouse M705 is a designer breed. A no mess, no fuss, ultra-portable asset to your computer, it’ll be a welcome resident in your home.

In the game of on-road orientation, The Tomtom Start in-car GPS Navigator will help you find your bearings. Featuring a 3.5 inch touchscreen, the latest GeoSmart New Zealand map and preinstalled speed and red light camera information, it has an inbuilt help guide and EasyPort Mount for hassle free installation. This portable pathfinder will be your on-road intuition; talking you through the ups and downs and ins and outs of the world around you, to help map out your life and get street smart. Available: Order online from www.ascent.co.nz RRP: $299.99

Eco Reader Getting lost in the world of literature feeds the imagination, promotes intellectual curiosity and offers the best form of escapism. So take yourself to a different destination every day with Eco Reader. This electronic book reader has revolutionised a nostalgic practise, but is still as small and lightweight as a paperback book.

The laser tracking technology delivers smooth cursor control on virtually any surface and this model can run for up to three years on one set of batteries. Featuring advanced 2.4 GHz wireless connectivity, the Marathon Mouse’s itty bitty plug inand-forget unifying receiver means your mouse is always at the ready. You can take document scrolling to the next generation of speed with the nearly frictionless alloy scroll wheel. A new concept in PC navigation, this feature will revolutionise the way you work. Available: Bond and Bond, www.bondandbond.co.nz RRP: $129.99

The model features a six inch screen which is viewable in most lighting conditions, including direct sunlight. With a 512 MB storage memory, which is expandable to 4GB via a secure digital card, the Eco Reader sorts files by name and the longevity of the battery means your mind and imagination can travel to the world of fantasy, romance, science fiction or history for days on end.

iPhone Who knew that the infinite wisdom of technology could be consolidated into a telecommunication tool that fits right in your palm? With an innovative essence that knows no bounds, the world is in your hands with the third generation (3GS) 32GB Apple iPhone. Beyond its integration of bread and butter phone features, the iPhone is anything but basic. With a longer life battery, a high quality three megapixel camera and hands free voice control, its countless creative companions can also be yours. With iPhone applications aka ‘apps,’ you can take the earth with you wherever you go. Travel to the stars, map out the sea, explore the planet and let your iPhone do the navigating. The 3GS iPhone can be whatever you want it to be; your memory, your brain, your culinary inspiration or your conscience. The iPhone lets you decide. After its launch, more than one million 3GS iPhones were sold in the first three days. But we’re not bragging on its behalf. Find out for yourself, get lost in the magic of iPhone and explore your world from top to bottom.

And because this technology supports multiple file formats, you can download and read eBooks from pay sites the world over as well as sourcing thousands of free books through online institutional and educational libraries.

Available: Order online at www.vodafone.co.nz RRP: $1379

Elite Regatta 300

Available: Order online from vicbooks.co.nz RRP: $599

Cisco FLIP Mino HD 60M Video We are taught to live for the future, but it is our past that has made us who we are today. To thread self definitive moments into our lifetime quilt, we need to preserve them just as they are. And to preserve the memories which have become part of our human fabric, we have to entrust their existence into the memory of another.

Life’s too short to resist indulgence, yet exercise is at the heart of every healthy person and that age old adage ‘a moment on the lips, forever on the hips,’ should be incentive enough for us all to get moving. It’s also the key to spiritual and emotional wellbeing, thanks to those cheerful little compounds we know as endorphins. It’s scientifically proven that exercise gets the jolly juices flowing and better yet, endorphins work as natural pain relievers.

And with this ultra small, super sleek camcorder in your possession, the power of time is in your hands. You can revisit your past, relive your memories and make time stand still. It has been said that good things come in small packages and the Cisco Flip video recorder is no exception.

To sustain a healthy body and happy mentality, the Elite Regatta 300 rowing machine from Elite Fitness can help you help yourself. Featuring a foldaway body, transport wheels for maximum convenience and a contoured polyurethane seat for comfort, this model will get your muscles warmed up while cooling you down with its resistance building fan wheel. The Elite Regatta 300 is a smooth operator, which means you can row your way to health central, any time, any day, anywhere.

Available: Order online at www.noelleeming.co.nz RRP: $279.99

Available: www.elitefitness.co.nz, phone 0800 2 GET FIT RRP: $799

The Cisco Flip Mino video recorder is your memory bank. As a master of producing unspoiled memories, it has made the impossible, possible.

Auckland Today | May/June 2010 | 21

News

Are

bigger businesses better? By Kate Pierson

For some the prospect of expanding their business is not a possibility or even on the objectivity radar to begin with. For other companies, growth is a natural or intentional development. Some believe growth is the formula for success — but is it really that simple? And is it fact or fiction that bigger is better when it comes to business? Yes and no. There are many variables to consider when evaluating the relationship between business size and success. It is not as black and white as saying yes or no because both answers are fair conclusions. Because every organisation has unique characteristics, priorities and structures in place which influence their outlook; how they define and measure these terms will vary. But, for the purposes of this discussion, we are asking; if a company has more staff, resources, expenditure and a larger operation in general, does it make this business better than those who have less of these things? In this country defined by its entrepreneurial attitude and the small enterprises embodying this spirit, it’s a hot topic. And like the nature of the question itself, the theories and opinions offered on the matter are open for interpretation.

Looking at the bigger picture Growth can be circumstantial or intentional. A company’s size, revenue, philosophies and objectives, as well as financial conditions beyond its control, will impact its ability to grow. An organisation supporting start up companies in their mission to grow, is Incubators New Zealand. Chairman Jonathan Kirkpatrick is focused on the bigger economical picture when looking at the benefits of larger enterprises. He believes, when it comes to answering the question ‘are bigger businesses better?’, it is pertinent to start by asking ‘better for whom?’ Kirkpatrick says if we are looking at the impact of larger businesses on the economy, then yes, bigger business and business growth will make for a better economy. “Small is fine and it’s not a negative thing to be small, but when these smaller businesses are grown, they can contribute significantly to our economy.” He says the benefits of growing a company are not only economical, but are associated with reputation, assisting other business, appealing to investors and putting New Zealand on the map. Businesses looking to maximise their potential often aspire to grow for the betterment of their organisation. They see growth as an achievement or strategy to keep pace with an evolving consumer culture spoilt for choice. In a material world, consumers demand option; some prefer nostalgic shopping rituals, remaining loyal to local minimarts. 22 | Auckland Today | May/June 2010

Others however, feel liberated by the countless product alternatives available in sprawling supermarkets and other chain stores gaining precedence in the market place. But figures from Statistics New Zealand say “fear not” to smaller entities, as their size is definitely a trend in New Zealand. As of 2004, just over 96 percent of all businesses had 19 or fewer employees and almost 87 percent had five or fewer. These figures have prompted further study into why businesses are staying small and University of Waikato, Professor Ed Vos, says it’s about companies putting their happiness first.

Small and happy In many cases, organic growth is part of a company’s natural development and is a prequisite for its success. Even growth harvested by borrowing money from a lending institution can produce positive results for a company looking to expand. On the other hand, being a big business is not the be all and end all of every company’s existence. There is an underlying modern economic theory subscribing to the idea that we are programmed with “a default setting of wanting more and that greed is good,” says Professor Vos. But he is dispelling this theory in favour of the science of happiness. Having been a manager, owner and analyst of small businesses for many years, Vos is exploring the benefits of companies remaining small. His research has revealed that small companies are more than happy to be in the ‘small’ category and this, he says, aligns with his contentment hypothesis which proposes happiness and contentment is what most small enterprises are looking for.

Vos says for many businesses it is an intentional decision to stay small and when given a choice of achieving wealth or happiness, 90 percent of the small business culture will choose happiness. He believes today’s small businesses are “striving for more stability and are working in harmony with the structure of reality. “They gain happiness and utility out of relationships but this does not mean they don’t want to be financially successful or suffer a lack of money.” Vos says some small businesses will look to grow but want it to be organic or self-funded and he believes there is an important lesson to be learned from such enterprises. “Small businesses are about sustainability. They also understand something important — that more does not mean better.”

Modus operandi When taking into consideration the wants and needs of our businesses, people and economy, it would be a generalisation to say that bigger is better when it comes to businesses, as there is no definitive answer. For some, being bigger or experiencing growth will be better for their operation and our economy. For others with a differing modus operandi, their intepretation of what makes their business better will not correspond to being bigger, as they strive for happiness, contentment and stability. Truth is, there are a myriad of options to contemplate and problems to solve as a business owner and the size of your business will not grant you immunity from these trials and tribulations. Ultimately, the unique operational blueprint that each company embodies will determine if bigger is better for them and like anything in life, what’s better for one will not necessarily be better for another.

Attention pet lovers did you know?

What you feed your cat or dog directly affects how long they live and the quality of their life. Not all foods are created equal. There is only one way to establish what you’re really feeding your pet...read the ingredients! If you would like to discuss anything we’ve mentioned or would like to get sent some info and testimonials please give us a call, or go to our website to see the dozens of raving testimonials available. In fact a large number of clients are breeders, which is testament in itself, as these people take feeding their pets (their business), very seriously. These people normally spend a lot of time researching all options available and we’re pleased to say, they’re massive fans of our product.

In today’s competitive pet food industry, it’s hard to believe what may go into your pet food. Many companies (owned by multi-national corporations) have extensive marketing budgets, that portray a healthy pet jumping around, all thanks to their fantastic pet food. However, they seldom talk about ingredients. And to be frank, that is the most important element, followed closely by taste. Because let’s face it, if your pet doesn’t like the taste, they simply won’t eat it. (Unless it’s a Labrador....) Here’s the most important bit. The ingredients I’m not going to tell you how happy your pet will be or how high they will jump by using our pet food. I’m simply going to give you a quick lesson about ingredients and what to look for and what to avoid. The way ingredients are listed on packaging is the order that they are according to the percentage of food, so the first ingredient listed is the primary ingredient and so on down the list. Some list “by-products” as the first ingredient, usually chicken or beef. Now this doesn’t have to be a bad thing. One of the many problems with byproducts is what can go into the mix. So for cows this can mean bones, hooves, hides, hair, intestines, or with poultry by-products it can mean feet, beaks, feathers, bones, intestines, as well as the small trimmings that are left behind after they have been boned out for human consumption.

interesting fact!

By law, by-products don’t have to include any meat at all in order to be called chicken or beef by-products.

Products with by-products will of course look like any other pet food biscuit. The organic chemicals that make up the mush that remains will still register as amino acids and proteins etc, yet the fact is that a large percentage of it will be completely indigestible to your pet’s digestive system. This means your pet will be unable to harvest goodness for its body out of much of its food. This results in two things. First, you will have to feed more of the product to your pet to satisfy its nutritional requirements. Second, there will be more “unharvested remains” left to be picked up off your lawns. One of the huge benefits of feeding your pet a food that uses high quality ingredients is that there is less stool volume, because the animal is able to digest more of it. Another notable benefit

Here are results from three independent studies: 1) The Confidential Dog Food Report analysed over 2,000 pet foods and came up with the best nine. Canidae was one of them. The following dog foods available in New Zealand weren’t on the list; Beneful, Eukanuba, Iams, Pedigree, Purina One, Purina Pro Plan, Purina Dog Chow and Science Diet. 2) Each year The Whole Dog Journal (arguably the best dog journal in the world), rates dog foods from around the world and creates an “approved list” which includes approximately 25 foods. For more than 5 years Canidae has featured. The following

Frank and Stein Collins

is that your animal’s stools will smell a lot better when they are fed a high quality, natural, highly digestible food that doesn’t have rancid meats and fats in it. Canidae lists chicken and turkey meal as their first ingredients. Chicken, turkey and lamb meals are dry and are less than 10% moisture and contain 50-65% meat proteins. Canidae and Felidae contain 10 skin and coat conditioners with balanced Omega 6 and Omega 3 fatty Acids: chicken fat, fish meal, flax seed, sunflower oil, lecithin, linoleic acid, rosemary, sage, vitamin E and biotin. Please go to our website or give us a call for the full Declaration of Ingredients. Without a declaration of ingredients, how do you really know what’s going into your pet’s food? Why haven’t you heard of us? Simply because we’re relatively new into New Zealand. We have hundreds of satisfied clients and this year we’ve doubled the number of clients from last year and this is literally growing daily. However, Canidae for dogs and Felidae for cats have been selling in America for many years and are consistently ranked in the top few by leading pet journals and publications including The Whole Dog Journal. We also don’t have the marketing budget of the huge corporations. In fact we have relied heavily on word of mouth, which works well, but we are now starting to do print and radio.

dog foods available in New Zealand aren’t on the list; Beneful, Eukanuba, Iams, Pedigree, Purina One, Purina Pro Plan, Purina Dog Chow and Science Diet. 3) Petsumer Report also does an independent study and ranks pet food out of five, with five being the absolute best. Here’s some of the results: Beneful 0 CANIDAE 4.2 Eukanuba 2.7 Iams 2.7 Pedigree 1 Purina One 1.9 Purina Pro Plan 2.1 Purina Dog Chow 1 Science Diet 1.5

Here is a quote that I recently read in The Whole Dog Journal, arguably the best independent dog journal in the world. “I’d like to quickly dismiss the idea that any of the giants – Iams and Eukanuba, Purina, Science Diet - could possibly make dry dog foods that are as good as the foods that have a regular presence on WDJ’s “approved foods” list, (such as Canidae). The fact is, though, of course they could; they have all the resources needed to do so. They could bury most of the competition in the “natural and holistic” niche...if they followed through and used only the same high-quality ingredients typically used by the smaller, boutique brands. But they generally stop short – perhaps because they are unaccustomed to paying a lot for their raw materials, or marketing the products at a correspondingly high sales price.” - Nancy Kerns Save you time and money As mentioned this is a premium product, and if we sold in pet stores or vets, it would command a huge price tag. However, as we don’t have a “middle man” we can sell it at a price comparable to other “premium” products. In addition to this, your pet will actually require less, as he/she will actually be able to digest and utilise more of the food, which also creates less stools. In addition to this we will take the hassle out of driving to your pet store, lugging the food into and out of your boot, as we will deliver to your door free of charge. Your satisfaction is assured every time you deal with us through our Make You Happy Guarantee If we ever let you down, we’ll ask “what can we do to make you happy?” So far we’ve never refused a customer’s request. And of course there’s a full money back guarantee on the product if your pet doesn’t like it.

ere

r anywh P.s We delive in NZ free Gary Collins, Owner

Call for a FREE sample and more information or call now to place an order. If you place an order this month WE’LL TAKE 33% OFF YOUR FIRST ORDER when you mention this advert. You’re probably wondering what’s the catch? Well we know that almost everyone who buys from us once, buys again, and again, and again!

Ph: 0800 101 729 www.canidae.co.nz

Auckland Today | May/June 2010 | 23

Events | Diary Grow your business

Viewpoint | Management

events

Wednesday, May 19 Employers Seminar — Inland Revenue, Manukau

Find out more about employer obligations with Inland Revenue with practical examples about PAYE and other deductions, record keeping, FBT, KiwiSaver, due dates, online filing and tools for business. From 9am-noon, free but booking essential. Contact Sam Sukumar (09) 984 2172 or email mnkadvisoryrequest@ird.govt.nz

Tuesday, May 25 GST Workshop — Inland Revenue, Takapuna

GST basics, how to complete GST returns, invoices and filing online, for people new to business. 10am-noon, free. To register, phone (09) 984 1389 or email advisory.takapuna@ird.govt.nz

Thursday, May 27 Project Management — EMA Central

A course designed for anyone required to plan, oversee or manage projects or be a member of a project team. From 9am-4.30pm, members $410+GST, non-members $525+GST. To register phone (09) 367 0909 or email conferences@ema.co.nz or visit www.ema.co.nz

Thursday, May 27 Commercial Rights and Restrictions — Auckland Chamber of Commerce

Understanding RWC 2011 commercial rights restrictions will be critical to ensure businesses don’t fall foul of the Major Events Management Act. From 3-5pm, members $41, non-members $52. To register, (09) 309 6100, email events@chamber.co.nz or visit www.aucklandchamber.co.nz

Friday, May 28 Teamwork Dynamics — Vital Training

Methods and strategies for enhancing team performance, building synergy and creating direction towards a common goal. From 9am-1.30pm. To register contact Auckland Chamber of Commerce, phone (09) 309 6100, email events@chamber.co.nz or visit www.aucklandchamber.co.nz

Thursday, June 3 Assertiveness Skills Training — EMA Central

Build assertiveness skills or bring team skills to another level. From 9am-5pm. To register, phone (09) 367 0909, email conferences@ema.co.nz or visit www.ema.co.nz

Friday, June 4 Tigers of Change — Vital Training

Examine your organisation’s processes and methodology, recognise when you’re hampered by “concrete” beliefs and step outside your comfort zone to reap rewards. From 9am-1.30pm. To register, phone (09) 309 6100, email events@chamber.co.nz or visit www.aucklandchamber.co.nz

Thursday, June 10 Funky Thinking — The Knowledge Gym

Develop the flexibility of thinking needed to successfully navigate a constantly shifting business landscape. From 8.30am-noon. To register, visit www.theknowledgegym.com

Tuesday, June 15 Consultative Selling — EMA Central

Take the consultative approach to build true customer understanding. From 9am-4.30pm, members $410+GST, non-members $525+GST. To register phone (09) 367 0909, email conferences@ema.co.nz or visit www.ema.co.nz

Wednesday, June 16 Employers PAYE and Kiwisaver Workshop — Inland Revenue, Takapuna

Find out more about obligations to government with practical examples about PAYE, record keeping, FBT, KiwiSaver and online filing. From 1.30-3.30pm, free event. To register, phone (09) 984 1390 or email advisory.takapuna@ird.govt.nz

Wednesday, June 16 Communicating With Your Customers — EMA Central

The way you interact with others can be the key to workplace success and can make or break customer relationships. From 9am-4.30pm, members $390+GST, non-members $525+GST. To register, phone (09) 367 0909, email conferences@ema.co.nz or visit www.ema.co.nz

Tuesday, June 22 People Management — Vital Training

Become a strong, capable and understanding individual that understands the technical aspects of managing people. From 9am-1.30pm. To register, phone (09) 309 6100, email events@chamber.co.nz or visit www.aucklandchamber.co.nz

Monday, June 28 Introduction to Business — Inland Revenue, Takapuna

For people new to business, covering record keeping, income tax and other business basics. 1.30-3.30pm, free. To register, phone (09) 984 1389 or email advisory.takapuna@ird.govt.nz

Wednesday, June 30 How to Manage Tough Customers — Vital Training

Dealing with demanding customers requires a special set of skills and knowledge to ensure you remain calm and professional while delivering excellent results. Learn how to manage difficult customers with ease. From 9am-1.30pm. To register, contact Auckland Chamber of Commerce, phone (09) 309 6100, email events@chamber.co.nz or visit www.aucklandchamber.co.nz

If you have events you would like featured in the Events Diary, email newsroom@academy.net.nz at least two months before the date of the event. Or, if you have held an event and would like to supply photos for the Been Seen section (along with 100 words about the event and a caption for each image), send to newsroom@academy.net.nz

Increase security to reduce IT costs By Ratu Mason

Although many businesses today have a workforce on computers and store most of their data on a central server, information technology security continues to be an issue. In the current economic climate where cutbacks have been and are a necessity for many, IT systems are an easy target. Businesses could delay hardware or software refreshment programmes until the next financial year, source cheaper options online or outsource non strategic services. However, there are easy ways for businesses to reduce IT spending while at the same time increasing shareholder value — the key is to dig deep and find where savings could be made without negatively affecting your business. Take this example — Lateral Security recently completed an independent external IT security audit that identified a number of issues which, at first glance, might seem like big-budget fixes. What we found were:

 High computer processing times  Excessive bandwidth usage  The computer network was sluggish  Mobile devices weren’t synchronising efficiently with the office

 Staff were becoming frustrated by ongoing failed log-in attempts. By thinking smart we identified excessive bandwidth, high computer processing times and sluggish network performance as areas where savings could be made. The high computer processing times and network sluggishness were caused by viruses and database synchronisation errors, which led to more bandwidth being used. We easily and quickly resolved these issues costing a fraction of the significant savings we made the client. Ask yourself, “When was the last time you had an external IT professional look at your network and internet security?”

24 | Auckland Today | May/June 2010

Investing time and money now could see you with faster, secure and more streamlined systems and pre-empt larger issues. Strategic planning for IT risk is another option to save businesses money. Media recently reported the case of a staff member using an (unknowingly infected), USB drive to bring down the entire network of a major organisation.

Planning for the worst-case scenario can prevent this kind of viral attack. We recommend:

 Understanding and documenting what your IT infrastructure network looks like. For example, the number of servers, their locations, patch levels, age, software licenses, telecommunication providers and connection points to your network.

 Make the time to practice and carry out virus threat modeling exercises. Include the senior management team and any outsourcing partners you may use. The ability of your businesss to recover from any incident depends on how these people and organisations react in any given situation. Such modeling gives management more insight into the business risks and actions required.

 Invest in ongoing IT security testing (and not just for the new projects), which protects the future of your business. IT security is something that’s easy for businesses to forget about because when it’s working perfectly you don’t notice it. Smart businesses plan for their worst case scenario and recover from it quickly without harming their sales, client base or reputation in the market. Ratu Mason is a co-owner of Lateral Security, an independent information security team. Known as professional hackers, Lateral Security work for some of New Zealand’s wellknown businesses and can be found at www.lateralsecurity.com

Viewpoint | Management

An open book… By Lisa Martin

As small businesses grow they often need to employ a finance manager, but if you pick the wrong person you could be risking everything. In my work as a mobile bookkeeper I’ve seen small businesses being taken advantage of time and again because they don’t know what questions to ask about their finances. Financial processes can be seen as timeconsuming and baffling. Once a finance manager is hired, some business owners heave a sigh of relief and never ask any more questions, because things are being “taken care of”. However, if your finance manager never takes a day off, talks about their work as something “you wouldn’t understand” or can’t provide finance information at the press of a button, be cautious. Most theft or fraud will begin small and build over time. Dishonest people might tell themselves they “deserve” a little extra for their hard work, or be hiding a more serious problem like a gambling or drinking addiction. In one case I saw a trusted financial administrator writing $50 cheques to petty cash then changing them to $5000 without anyone noticing. She had rewritten cheque stubs, or not filled them in at all, and the business owner had never asked to see the bank records, or checked

Don’t let financial mismanagement cost your small business. Trust your staff but ask questions, be curious and follow it up when something doesn’t feel right. the cheque book, so didn’t notice the extra money going out. When it comes to your businesses finances, laziness and not paying bills on time can be just as dangerous. I’ve seen a business miss out on a $24,000 tax refund because information was repeatedly not filed on time. Business finance systems should be totally transparent. Bank reconciliations don’t lie — they detail exactly what’s going in and out of business bank accounts and if you’re using online banking that will be very detailed. It’s often not until a sudden illness, leave of absence or death in the family occurs that problems are uncovered. All business owners should be able to ask for a balance sheet or a

Kaizen Institute’s new Lean Essentials courses are a good fit for businesses looking to offer staff the chance to develop leadership skills

Training push By Danie Vermeulen

As the recession squeezed the job market, many employers believed that staff want to hold on to their jobs more than ever. That’s not necessarily the case. This year we are seeing that executive level managers are putting in a lot of effort to motivate and retain staff. That means investing in staff growth and development, and giving employees a reason to stick with the company. The “Lean Essentials” staff members will learn at these courses will help them work more efficiently in the jobs they currently hold, but the techniques are also universal. Staff appreciate companies that invest in their general career development. Kaizen in New Zealand started offering international Kaizen certification courses in Lean principles and techniques two years ago. Initial feedback confirms that the new courses appeal to a wide range of decision makers, from executives in large companies, to owners of small businesses. Kaizen decided to take the key elements of its comprehensive certification programme, and distill them into eight half-day modules

to make up these new courses. Managers like the Lean Essentials courses because their staff are able to use the core tools and techniques they developed during training in their own workplaces, and apply them to the specific challenges that their company is facing.

Lisa and the Go Fi8ure team

profit and loss statement and be presented with it without an issue. If your staff member is defensive about providing it, gets angry or says they don’t have time, then you potentially have an issue. I wouldn’t hire anybody for a finance position without rigorous checks of their background and their values system. That could be a police check, several reference checks from previous employers or psychometric testing — regardless of what it costs it could save you a lot in future.

However, my number one rule is to know what’s happening in your business. Trust your staff but ask questions, be curious and follow it up when something doesn’t feel right. Lisa Martin is the owner of Go Fi8ure, a mobile bookkeeping company working throughout the lower North Island. Go Fi8ure specialises in day-to-day financial management for businesses employing less than 30 staff and is renowned for its service delivery.

www.gofi8ure.co.nz

r website u o y n r u t o t d e e n u Do yo mers? o t s u c g in y a p o t in visitors . We have the answer in to e b o t y a d o t w a r d Enter the valued ( L A U N A M E E R F win a ge your n a h c l il w t a h t ) 7 4 at $2 rever! o f ) s s e in s u b d n a ( website

Course pointers  Many businesses look towards the Lean approach to help improve efficiency and productivity — however, not many know how to make it work  Training is a key in retaining and motivating staff  The key elements of Kaizen College’s comprehensive certification programme are distilled into eight half-day modules

To go in the draw to win a copy of this revolutionary manual (see pages 26 and 27 for more details), simply email your contact details to promotions@academy.net.nz by Thursday 27th May. Please include in the subject line “Living Words” and the name “Auckland Today Issue #83”.

 Self-paced and affordable short course programmes including Lean fundamentals, lean problem solving, standard work and visual management, as well as Lean project management and business analysis Danie Vermeulen is CEO at the Kaizen Institute New Zealand. Kaizen Essentials courses run monthly from May. A detailed schedule can be found at www.nz.kaizen.com

Auckland Today | May/June 2010 | 25

right now may g in o d e ar u yo g in is rt WNeRs: The adve o s s e IN s u B To G IN ly unaware of this. N te le p WAR m co e ar le p o e p s – and most be downright dangerou

REVEALED: Discover the new and exact methods you can use to create powerful, money making ads and sales letters which blow your competition away and generate an avalanche of new customers no matter what the state of the economy! Dear Friend

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What will you discover? Advertising is probably one of the most untapped resources by most businesses - because most business owners suffer from a lack of knowledge. How would it feel to get the edge on your competitors and attract hundreds of cashed-up customers eager to hand you their money? Everything is revealed in Scott’s report.

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The five most common advertising mistakes that could be costing you thousands of dollars The single most important thing you need to know in order to write high voltage ads that get customers into your business… NOW! The sort of words that will add so much impact and guts to your marketing material you’ll get more customers into your business… right away How one business owner instantly increased his response rate by 50 percent - overnight The 13-step process that will immediately double your response rates The 12 most powerful words in the English language and how to use them to make you rich Why this three-word definition of advertising could double your profits

• • • • • • •

The three most important elements that will ‘make’ or ‘break’ the success of your advertisement even if you do everything else right The three types of photos which magically draw customers into your ad like a kid to a candy store How to start the first paragraph so it hooks customers into your copy The three step ‘psychological triggers’ formula that makes targets prospects to feel a need to have what you are selling How to slash your advertising expenses by 55.5 percent, no matter WHAT industry you are in 12 amazing trade secrets that will give you the ‘edge’ over your competition A checklist for creating headlines that SELL! Discover what advertising actually is – you will be astonished! Some professionals aren’t even aware of this The 3 fatal mistakes that you’re probably making right now in your advertising that are probably costing you a heck of a lot of cash.

And that’s only a small insight into what’s enclosed within this explosive manual. It comes with a 100 percent money back guarantee and is full of ideas and strategies you can use in your business immediately to generate instant results – no matter what industry you are in. I know that right now you’re thinking this information could transform the way your business runs… forever! And you can have these proven secrets for FREE - if you respond to this fax right now. Once you’ve finished reading every word of this report, you’ll have the skills to transform any business, delivering an endless supply of new customers and creating a bonanza of profits.

Here’s a question for you: Did you know that new research by Drake shows that 55 percent of people took off only public holidays last year? How about you? When was the last time you had a reasonable holiday? Wouldn’t you love to spend more time with your friends and family? Aren’t you over the burnout involved in working so hard?

Get your explosive copy of this FREE report right now! If you want to get your hands on an exciting copy of this report, then simply contact me within the next five days: Phone:

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Why Are Some People Raving About Scott Bywater? This report reveals a goldmine of proven methods that generate unlimited sums of money without breaking a sweat. You’ll discover how to multiply your profits by two, or even three times - with less effort – forever – just like these business owners: “Scott, I believe that conservatively, the advertisement you wrote will double my domestic turnover. It is attracting a better class clientele, in the 45 & over age group – the ones that don’t quibble over the price and just want a good job done. It’s not attracting the price shoppers. My conversion rate has also increased and I am getting a lot less price resistance. Thank You.” Jim Howes, Australian Technical Cleaning, NSW “Scott Bywater does with words what an accountant does with numbers. He makes them work. Before using Scott we were getting okay results in the business, but since we’ve generated a 32% increase in turnover, which equates to $100 - $150K a year. Plus, the new half page phone directory advertisement you wrote is generating bigger and more lucrative leads than ever before. I believe the investment of $37,000 will generate over $300,000.00 in sales.” David Warne, A Crown Roast, NSW “Thanks to the letter you wrote, we received 140 registered people to our seminar, out of 800 mailed. I was impressed with it being an unexpectedly high 17.5% response rate. As a result of the night I received 6 new clients at $25,000.00 that signed up with me there and then. That’s $150,000 in sales! Not to mention what will come in the future and with the additional exposure I received.” Jacqui Attard, Excellence in Practice, NSW “When I ran the ads the phones rang off the hook. They generated over 500 leads and a total of $200,000 in sales so far (which I expect to double by the time we follow them up properly).” Theo Tsiamis, Accountants Choice

You’ll be glad you did!

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For your free report, fax to 06 8766 494, call us on 06 8766 499, or mail us: Living Words, PO Box 94, Hastings 4156

26 | Auckland Today | May/June 2010

our y s e o D : s r e n ? r o Business ow t c o D e h t ee s o t d e ?ro ruo e n e t websi tco y se w D e oD sho l l i w T R O P ht e :sr E w R E E o R F s i enw hs l Th ing m e r o g f s s n a n r t l ot o ss imr iw T t to e r c e s e h t dee en u o yo R f s e l a sna OP as n e isuB o t n i e t i s b E e r tis s t R your w e w e o n bew las t t EE s in g w n i r b e t a h t n n a o erc RF machine i sg tni es sih 7 / nirb eti eht T business 24 tah sbew uoy 7/4 t en ruoy 2 s ihca sen m isub

If you’d like to discover how to get more visitors to your website... and turn them into paying customers, this special report will reveal a revolutionary (but common-sense) system, which business owners and marketing experts around the world are raving about. When a website is designed and optimised correctly, it will bring in new enquiries and sales faster than any other method of marketing. But 95% of websites in New Zealand are failing dismally to bring in any new business. They’re just sitting out there “gathering dust” in cyberspace. They are terminally ill! Is your website like that? If so, you need to get hold of this report now. It is focused on just one objective - putting more money in your pockets as a business owner. And it is written specifically for the New Zealand marketplace. After reading this report, you will see how your website is absolutely overloaded with untapped potential. It will change the way you view your website forever. It will open your eyes to the massive untapped opportunity that awaits your business on the Internet! If you have a website for your business and it’s not getting you the amount of visitors, leads, or sales that you wish it was... you need to read this report!

So call 06 8766 499, fax 06 8766 494 or send us a letter of interest to PO Box 94, Hastings 4156. The report will be rushed out to you at no obligation.

Auckland Today | May/June 2010 | 27

With more than 16 years experience in digital printing Phil Walding, director of Christchurch based company Labelman, believes the business is well resourced to deliver a cost and time effective solution for customers. As a specialist in self-adhesive label production, Labelman is delivering a comprehensive range of labelling options through a range of printing and conversion capabilities. Walding says the company’s primary focus is labels. “We are committed to delivering quality, cost effective solutions for your labelling requirements through innovative utilisation of the latest in digital technologies.” Labelman’s flagship printing system incorporates a high-resolution, four colour process solvent ink printer, that is able to output in both sheet and roll formats. In order to deliver as comprehensive a product range as possible, Labelman’s printing and conversion capabilities also include thermal transfer spot colour printing of roll stocks and high-resolution four colour process laser printing of sheet stocks. While Labelman is capable of enacting minor adjustments to digital artwork files, clients are requested to provide the company with completed design files. Labelman is more than happy to discuss your requirements and advise either you or your graphic designer on the best formats for files to forward through. Files of up to 8m/b can usually be accepted via email and for larger files the company accepts CD and DVD or can provide you with an ftp address to directly upload your file to if you are familiar with doing so.

Labelman services Type - Solvent Ink: Suitable for high quality 4-colour (CMYK) text and graphics. Result: Labels produced on this system are printed to the same graphical quality as continuous tone laser output, but are produced with solvent ink on mostly synthetic label stocks. Label size and shape is effectively unlimited and being synthetic, these labels are robust, waterproof and UV colourfast. Through its utilisation of totally digital production methods, Labelman is unique in its ability to offer labels of this quality in short print runs and in roll format. Through the innovative combination of digital printing and roll conversion technologies, Labelman’s solvent ink system is able to offer clients a cost effective solution for short-tomedium volume print runs of graphic quality four colour process printed labels supplied either in sheets or on rolls.

28 | Auckland Today | May/June 2010

Type - Laser Printing: Suitable for high quality 4-colour (CMYK) text and graphics. Result: Labels produced on this system are available from a library of pre-cut matt paper stock as most synthetic media will not withstand the heat utilised in this method of printing. The base label colour is always white with full colour continuous tone coverage available within the CMYK colour gamut. While these labels are paper and therefore not waterproof, splash-proofing protection can be provided with an additional finishing process. This system is suitable for clients looking for superior colour output albeit at a higher cost than thermal transfer printing. Type - Thermal Printing: Suitable for printing text and half tone graphics either in monochrome or two spot colours, although registration of the separate colour passes is not tight enough to produce duotone quality graphics. Result: Labels produced on this system are available from a library of pre-cut paper and synthetic stock with a range of label colours and ribbon colours available. The advantage of this system for clients is the relatively low production cost of labels which are delivered in rolls from small through to reasonably large volume print runs. Clients wishing to contact Labelman are encouraged to do so via email to sales@labelman.co.nz in the first instance. Pricing queries are always responded to in a timely manner provided information detailing label size, media type and quantity is specified in the original request. Ideally, a low resolution image of the artwork should be attached to quote requests. Contact Labelman today To assist with ensuring that all relevant information is provided, clients are encouraged to email Labelman via the quote request page on our website at www.labelman.co.nz. Whenever possible, Labelman prefers to receive files in generic ‘eps’ format but files in ‘jpg’, ‘tif’ and ‘pdf’ are usually also acceptable. Where ‘pdf’ files or vector artwork files are involved, all fonts should first be converted to paths / curves / outlines and all layers should be flattened. To simplify payment and thereby expedite shipping, Labelman provides a mail order merchant facility for both VISA and MasterCard and is therefore able to process credit card payment when duly authorized.

Labelman PO Box 37357 Halswell Christchurch 8025 T (03) 322 4042 F (03) 322 4042 E sales@labelman.co.nz

At A Glance | The Conference Centre

At A Glance | Educators New Zealand

onference entral When you are looking for a premier function or event venue, The Conference Centre offers the ideal environment. As a company that favours sustainable business practise, The Conference Centre aspires to be Auckand’s leading conference facility.

Fighting employee fraud

Open 24 hours, seven days a week, Conference Centre staff work around the clock to provide a complete experience for their guests. Located midway between the airport and the city in Penrose, the centre offers 80 complimentary carparks for visitor convenience.

A business is the product of hard work and commitment and represents the vision of its owners. Unfortunately, a business also represents an attractive opportunity for unscrupulous employees to take advantage of their employment situation.

The expansive premises include 16 fully airconditioned meeting and break out rooms that can comfortably accommodate various numbers up to a maximum of 250 people. Delegates can select the room layout configuration that will best accommodate their group and choose from a range of seating plans. State-of-the-art technological equipment including plasma screens, electronic whiteboards, flipcharts, microphones, VCRs, DVDs, CD players and video-conferencing facilities are available for hire and ensure guests will enjoy a highly sophisticated and interactive experience. As fully licensed premises, the gourmet catering at The Conference Centre compliments the premium New Zealand wines on offer. From filling breakfasts to cocktail platters, the menu changes regularly to utilise seasonal produce. The Conference Centre owner and operator, Robyn Henry says the business is committed to providing a complete service to clients. “My team and I are passionate about providing our customers with the complete sustainable conference package — great rooms, modern equipment and sumptuous catering. We strive to make every event or function a complete success and are committed to becoming Auckland’s premier, full-service conference facility.” Not only does the business offer a unique and full-service conference facility, it places significant emphasis on sustainability and honours regenerative work practises in its daily operations. Supported by its 2009 Environmental Policy and Strategy plan, The Conference Centre has introduced various processes for a greener operation. Corn starch biodegradable pens and recycled paper pads are available for attending

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delegates. A policy has also been implemented whereby stationery is only put out on day one of a function or conference and is available on request thereafter. This policy is The Conference Centre’s commitment to the need for a reduction of waste. In support of reducing carbon emissions, The Conference Centre also offers a list of options for delegates to travel to the centre using public transport and a regular waste audit is completed to evaluate areas in which waste can be minimised. In recognition of its sustainable work ethic, The Conference Centre won the Emerging Small and Medium Business Award at the NZI National Sustainable Business Network Awards. This award highlighted the company’s consistent dedication to the social and organic environment. The Conference Centre is the green vehicle for success at your next function or event. The Conference Centre 585 Great South Road Penrose Auckland 1642 T (09) 525 0420 F (09) 526 5176 E robynh@conferencecentre.co.nz www.conferencecentre.co.nz — Advertising Feature

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Lynda West of Educators New Zealand has created a package which is offering protection against criminal activity of this nature. As a specialist retail security consultant, she is helping retail businesses fight crime. Her simple yet comprehensive programme is predicated on flexibility, education and protection against employee fraud. After dedicating 15 years of service to the New Zealand Police Force, West identified a growing need. Moved to action by calls for help and guidance voiced by the Palmerston North retail sector, West established Educators New Zealand to provide crime prevention packages relating to shop theft, armed robbery and employee fraud.

Lynda West of Educators New Zealand

These programmes are based on protective measures, clauses and programmes employers can implement to protect themselves against criminal activity. Since its inception 18 months ago, the Employee Fraud division has already been utilised by some of the major market leaders in the retail sector including the Mad Butcher, Placemakers, the Number 1 Shoe Warehouse and individual Foodstuffs and Mitre 10 stores.

Employee Fraud Educators New Zealand Limited PO Box 9082 Terrace End Palmerston North 4410 T 027 554 1707 F (06) 326 9552 E lynda@educators.co.nz www.educators.co.nz — Advertising Feature

As the winner of the Best New Business prize in the 2009 Manawatu Her Business Awards and the Best Micro Business award at the Manawatu Business Awards in 2009, West’s success speaks for itself.

“I didn’t realise how big an issue employee fraud was. Nobody was helping and educating employers on their rights and entitlements and what they could do to protect themselves,” West says. In response to this need, West has developed a one-hour seminar package which can be delivered at a time and location of the client’s choice. Designed for management staff, the package helps businesses gain more knowledge and confidence within their organisation. It teaches management about the correct policies and procedures they can put in place to protect their businesses against internal fraudulent activity. It also advises the appropriate clauses to integrate into contracts, as well as surveillance measures, that are permissible within the work environment. From how to gather evidence via CCTV footage and auditing timesheets through to mandatory bag and locker searches, West’s programme educates businesses on how to collect rigorous proof and how this evidence can provide legitimate justification to employers for approaching and questioning a suspect.

Retail Security Training specialising in Shoplifting, Staff Theft & Robbery Training Award winning company - Best Micro Business - Manawatu Business Awards 2009 Best New Business - Manawatu Her Business Awards 2009 P. 027 554 1707 E. lynda@educators.co.nz W. www.educators.co.nz

Auckland Today | May/June 2010 | 29

Property and Construction | HQ Property Investments/Ranchhod Group

Creating commercial In a cosmopolitan hub, the juxtaposition of old and new buildings infuses the setting with classic and contemporary style. Modernising a historical landmark while preserving its vintage essence is an art; as is identifying when a tired commercial property has restoration and market potential. Ranchhod Group and its business partner Sipka Holdings Limited are accomplished in both arts. As a major shareholder of HQ Property Investments Limited, Ranchhod Group, a commercial property investment and restoration firm, has proven professional intuition when purchasing partially vacant or aesthetically fatigued properties, which are commercial treasures in disguise.

Ranchhod Group Breathing life into traditional buildings from bygone eras, Ranchhod Group is a

Mahesh Ranchhod and Raymond Ranchhod from the Ranchhod Group

property investment specialist with a growing portfolio. Having accumulated a wealth of knowledge through the acquisition of multiple Australasian properties, the company also acts in a consultancy capacity, offering its professional advice and knowledge to potential investors who are looking to secure sound and sustainable growth from their purchases. Ranchhod Group managing director, Mahesh Ranchhod has an inherent pre-disposition for smart property investment. Mahesh works

alongside his father, Raymond (Ray) Ranchhod, the senior director and a Justice of Peace who has worked for more than 40 years in property, the car industry and finance management. Having attended Massey University, Mahesh Ranchhod qualified with a degree in Property Studies. Throughout his professional career he has been a self-employed businessman and accumulated more than two decades of experience in the property, car, rental and finance industries.

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Property and Construction | HQ Property Investments/Ranchhod Group

treasures

The Brunswick One and Warwick buildings on Queen Street (left), and the Tower Building and Brunswick Two buiding on High Street (above)

As a regular writer for the monthly edition of the New Zealand Property Investment magazine, Ranchhod says his professional forte lies in commercial retail investment and renovation and he favours purchasing multitenanted properties. The Ranchhod Group’s professional preference is to purchase commercial investments within a five kilometre radius of any central business district (CBD) in a metropolitan environment. “We look to hold long term investments and we look for commercial opportunity within the marketplace where buildings may be rundown, tired or half vacant,” Ranchhod says. Eager to diversity its professional portfolio, the company has explored its options across the Tasman, adding multi-Australian investments to its New Zealand market mix. After identifying opportunity in the Queensland property market, the company purchased a neighbourhood shopping centre in Kenmore, Brisbane as well

as a shopping arcade which was renovated and leased out to more than 28 tenants.

Restoring history Ranchhod Group could be described as somewhat of a property archaeologist. Uncovering commercial treasures and restoring them to their former glory, the business is turning back time through the exposure and preservation of original property trimmings and structural features, so the historical value of iconic properties can stand the test of time. In its own backyard, the company has already secured its footing in the competitive Auckland market. It purchased and renovated 492 Queen Street, now Ranchhod House and the Ranchhod Chambers at 95 Queens Street, a multi-story building currently being renovated. The company has also added a commercial icon to its portfolio. Purchased by HQ Property Investments Limited, which is owned and

D .B O ZL TICD

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operated by two major shareholders, Ranchhod Group and Mirko and Alex Sipka of Sipka Holdings Limited, the Canterbury Arcade connects High and Queen Streets in central Auckland. Within this development, four adjoining and interconnected character buildings are also on the renovation menu as part of the Canterbury Arcade dress up. Constructed between 1906 and 1914, are two of the buildings: the Brunswick One building and Warwick Chambers — both seven storeys high. They have a combined total building area of 5688 square metres on a site area of 1151 square metres. Located on High Street, are Brunswick Two at six storeys and the Tower (Bevan) Building, at 11 storeys. Renovation of this development commenced in October 2009 and while Ranchhod says there is no specific deadline, the business is working as quickly and efficiently as possible to see the project is completed. The renovation involves

In recognition of the historical value of the building, HQ Properties has also preserved the original high stud ceiling architecture and exposed and restored the original ornate coral plaster ceiling on all floors in the four buildings. Throughout the process, Ranchhod has observed the needs of existing tenants, keeping them involved with the process through one on one consultations. He adds that the renovation has been a hands-on project for the group. “It’s very important for us to be hands on and run the site, because we have to work around existing clients and often there are certain things we have to do which can only be worked on in the evening when there is no foot traffic.” Feature continues on next page >>

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repainting and lifting the existing carpet which will be replaced with vanished wooden floors and granite flooring in the foyers. Steel canopies with downlights and cable trays for the new lighting systems are also being installed.

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www.kiwicancladding.co.nz Auckland Today | May/June 2010 | 31

Property and Construction | HQ Property Investments/Ranchhod Group

Mahesh Ranchhod, Mirko Sipka, Alex Sipka, Raymond Ranchhod outside the Canterbury Arcade. Right: Wooden varnished floors and ornate ceilings are features of the Warwick Chambers and Brunswick One buildings on Queen Street, both now ready for lease

With retail space located on the Queen Street and High Street sides, as well as in the Canterbury Arcade, popular brands such as Kate Sylvester and Stirling Sports are already operating, as are various Asian restaurants, fashion outlets, a tailor and a foreign exchange centre. Pat McKenzie Shoes, a pre-existing tenant, has been operating in the Canterbury Arcade for more than 40 years. Office space is currently being occupied by professional firms including financial services, art dealers, property managers, lawyers and medical firms. Although Ranchhod says many of the tenancies have been filled, a percentage of the office space is currently unoccupied as renovations are underway. The remaining office spaces vary from 15 to 800 square metres and the group hopes to achieve rentals of between $200 and $400 per square metre once the renovations have been completed. “Our goal is to bring the arcade back to its original state and glory. Our vision is to have one of the best arcades on Queen Street which is fully renovated and modernised. “We want to cement our name in Auckland city within the commercial industry — something which we are already doing. Our name is

attached to this development, therefore it is absolutely imperative our work is of the highest quality,” Ranchhod says.

Commercial smarts There are some cardinal rules when operating in the commercial arena and Ranchhod says whether you are participating in small or big scale commercial or residential investment, the same principles of real estate apply. “The commercial arena is a specialised industry. There are lot of people who can participate in the residential market but with commercial investment, there is a lot to contend with. “You’ve really got to know what you’re doing when you are dealing with commercial leases and compliance issues. “There are plenty of fly-by-nighters out there; people who want to get rich fast and make a fortune overnight. But realistically, that is not going to happen.” While location is paramount when purchasing property, the primary key to successful investment is about timing and actively analysing the market, particularly when the economic climate is in turmoil, Ranchhod says.

“It is important to have the knowledge on when is the right time to purchase and sell. In a recession you need to be in the market fulltime, studying the supply and demand of commercial tenants and property sales. “It is also very important to study auction rooms because as soon as an auction room slows down, it is obvious there is an issue in the commercial market. “When I look at commercial property, the upside to me is also paramount — as in, how can I turn this around? You have to know how you can improve the investment whether that is through renovation or finding tenants. Being a networker in the commercial area is important when you are finding tenants.” As a specialist in property, Ranchhod may be committed to studious observation of his own market, but he concedes that he will also monitor and evaluate co-existing markets for indications on potential commercial property fluctuations. Ranchhod says that when the agricultural and tourism sectors are flourishing, the real estate sector can expect to see growth approximately eight months to one year later — something he calls the “trickle down effect”. This is due to the principal

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contribution the agricultural and tourism sectors make to our economy. Analysing interest rates and migration patterns is also a practise Ranchhod employs as these areas also have a trickle down effect. He also stresses the importance of maintaining good cashflow, as people often find themselves in financial turmoil when they do not have accessible funds. “Cashflow is like a buffer. Having no cashflow is like having no blood in the body,” he reasons. “When people buy commercial property with borrowed money and then the market takes a turn for the worst, their property will ultimately be worth less. The bank will come along, reevaluate the property, identify that its value has decreased and want some of the borrowed money back. “If people do not have the cashflow to give this back, that is when they are forced to sell and mortgagee sales happen.” So what commercial qualities does Ranchhod look for when purchasing? “I look for properties with upside and on main road locations and properties predominantly on corner sites where there is good exposure — sometimes even triple exposure. I look for properties in areas where there is high foot traffic and a high traffic count. Purchasing these types of properties enables you to find tenants in a recessional period.” Ranchhod says that the seemingly simplistic nature of these purchasing principles can mask their intrinsic importance. But it was through his own investment experiences that he learned how critical they are. “In the past we’ve brought property with high capital rates in the South Auckland area which has been very difficult to lease. There was a lesson to be learned here as this decision was against our commitment to only buying within a five kilometre radius of any CBD area.” As a commercial property guru, Ranchhod Group can be your property investment knowledge and guidance. HQ Property Investments Limited Ranchhod Group Unit 1003, 135 Grafton Road Grafton T (09) 303 1353 F (09) 303 1352 www.nzozproperties.com — Advertising Feature

Property and Construction | Service Engineers

Multi-level engineering abilities Making your mark in industry means differentiating yourself from competitors. Service Engineers does this on many levels with the biggest advantage offered to clients being the ability to project manage and offer complete solutions. Large silos under construction for the O-I Glass works in Penrose

Managing director Stewart Lodge says there are few mechanical engineers prepared to “stick their necks on the line” and take on an entire package, from design to completion. We see ourselves as a one-stop shop providing solutions which are workable for the client.” This might be as a subcontractor or as the project manager of an entire job, if the client sees it as a mechanically led operation.

Service Engineers offer cost effective and innovative engineering solutions with its area of Work progresses on the water treatment plant in Suva, Fiji expertise in waste and (above and below) drinking water, petrochemical and material handling sectors. “We tackle technically and logistically demanding projects that best utilise the skills and creativity of our staff.” The company’s involvement in the water and wastewater sector has increased to the point where it is now regarded as one of the leading mechanical contractors in the industry Swanson Station, part of the ARTA network

with ongoing contracts in potable, wastewater and associated fields, for both the public and private sectors, nationally and internationally. Lodge says the company continues to invest a high degree of emphasis and resources in its project management and engineering operations. From this, two subsidiary companies have been developed to better service the broad customer base:  Coastline Construction Group, established three years ago, handles contracts in building and construction, with Service Engineers acting as the main contractor.  Water and Waste Engineering Services was established in Suva, Fiji, at the start of this year. This fully-fledged offshore office is managing the major water treatment upgrade to Fiji’s main water treatment plants which service the greater Suva area.

upgrades, constructing station buildings for many of the sites around Auckland. Some contracts were for supply and erection of cladding, roofing, building works and seating. Service Engineers is finishing the sludge thickening and blending upgrade on the North Shore Waste Water Treatment Plant. Working as the main contractor, subcontracting the electrical and civil/construction work, the contract is drawing to a close — on time and to specification. It included supply, installing and commissioning all pipe work, tanks, valves, pumps, gravity belt thickener (client supplied) and blowers. Other major projects include installing a pipe work package and mechanical installation at the Viterra grain mill in Wiri. Service Engineers 50 – 52 Porana Road Takapuna, Auckland T (09) 441 7790 E info@serviceeng.co.nz www.serviceengineers.co.nz

Acting under the main contractors, Fletcher Construction Fiji, the company is responsible for the supply and installation of capital plant and equipment and pipelines. In excess of 75 percent of the complex will be supplied from New Zealand. “This project has received a lot of international attention due to the island’s political situation,” Lodge says. “This is a very large upgrade and will increase the capacity of the network greatly.”

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The company has worked in Pacific nations for more than 15 years. The newly restructured Public Works Department and Water Authority are highly involved in the project and Lodge says, to date, everything is proceeding well.

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Other major projects include a new batch house, nine hoppers and mechanical installation of proprietary equipment at the O-I Glass works in Penrose. The company is managing the installation of materials handling and process control equipment, while also installing pipe work, German manufactured machinery and constructing the batch house. Working to tight time lines, Lodge says they have employed a night shift to ensure it meets the deadlines.

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Property and Construction | Concretec New Zealand

Cementing a place in the market

When two experienced construction operators combined forces five years ago, they created a niche business from scratch. This company is like its product range — made to measure and market specific.

Justin Bragg and Stefan Young, directors of successful precast manufacturing firm Concretec New Zealand Limited, teamed up in 2005 to marry their knowledge, talent and expertise into a business built on the foundations of their combined experience. Offering a full range of building components including beams, panels, columns, stairs, balconies and architectural products, Concretec New Zealand is a presence in the commercial and industrial markets. The company also completes work for the high-end residential

market and undertakes smaller scale infrastructure assignments. With 35 staff representing the business in Auckland, Justin Bragg says a strong team with good experience, effective technical processes and a strict adherence to planning and quality assurance are essential components to the Concretec New Zealand business. “It’s about having the right people doing the right processes every step of the way.” Speaking of staff, Concretec staff in Auckland are translation experts. They can take an architectural design and convert it into the required finished product. “This is fundamentally the process,” Bragg says. “It is important because everything we make is unique, customised and made to measure. Every day we are making something new which means there is a high level of process control on our behalf.”

34 | Auckland Today | May/June 2010

Elaborating on the importance of good staff, Bragg candidly says, “I’ve been through the corporate world and know the buzz words to offer, but honestly, it really is all about having the right people in the right roles and good communication. Our philosophy is also that if you don’t manage the small details properly from the start, then you are looking for trouble.” Although Bragg says Concretec New Zealand does not have a preference for any particular type of project, the company enjoys a technical challenge and has moved its focus towards larger and more interesting work. “We do a lot of work with majors like Fletcher Construction and Hawkins Construction, with the largest project completed to date in Auckland being the Mt Eden Prison. Although it was not the highest profile project, the volume of pre-cast concrete utilised was significant,” Bragg says.

Property and Construction | Concretec New Zealand people and two directors who live and breathe this business,” Bragg says. To retain its footing in the professional market, Bragg says substantial growth is not necessary for the business but maintaining its reputation for excellent communication and manufacturing is. “Our company system is about measuring the business’ efficiency on a daily basis and ensuring our quality processes are rigorously followed. “We understand that we have to control the details of our work and monitor them every day. It’s about keeping your finger on the pulse because all the little details add up to make the precise product.” For the future, Bragg says he wants to maintain strong business processes and continue manufacturing quality products. “Expanding the customer base is a priority and we’ve recently lifted our resource for estimating and marketing. We know the pre-cast industry will continue to gain in strength as it offers inherent advantages to construction projects through factory controlled production environments and efficiency of build, with components manufactured ahead of time, then delivered to a site where they can be rapidly assembled with minimal work required.” Major projects undertaken by Concretec New Zealand have also included the manufacture of architectural design panels with exposed aggregate for Mount Eden Park Stadium. Having commenced the project 18 months ago, the assignment is nearing completion.

Having completed work for Middlemore and North Shore hospitals, the company recently completed architectural panels for the Westpac head office in Britomart and is currently manufacturing architectural facade columns for the Novotel hotel at Auckland’s airport.

Regarding the complexity of the project, Bragg says the three dimensional shape of the ‘scrum’ panels and black oxide concrete surfaces made them challenging to make and install, but they are a significant feature in the look of the stadium.

“The Novotel Hotel is a very high profile job and is technically complex,” Bragg says. “The skeleton of the structure is made up of ‘W’ shaped columns that run the whole height of the hotel and this is a significant feature of the façade.”

“We enjoyed working with the architects and engineers to create the ideal product,” he adds.

Despite the business securing major national contracts and earning a market leading

reputation, construction work volumes have inevitably tapered off due to the inconsistent economic market. Not one to shy away from a challenge, Bragg says the business is still striving to “give itself an edge”, particularly when it is participating in a competitive tender environment. “The key in our business is to manufacture products of a higher quality than the average — that is our goal.” A tight management structure also ensures the business, like the structures it builds, is resilient and will stand the test of time. “We are at the optimum level for our operation and our team is tight and close-knit. We’ve got highly skilled

With five years already under its business belt, in the next five years Concretec New Zealand will no doubt continue to fulfil its professional objective of “delivering quality products, on time, to specification, with great service”. This is a company dedicated to building more than just precast components; it is committed to building enduring professional relationships. Concretec New Zealand Limited PO Box 107114 Auckland Airport Manukau 2150 T (09) 275 9906 F (09) 275 9907 E sales@concretec.co.nz — Advertising Feature

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Auckland Today | May/June 2010 | 35

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Property and Construction | Office Design Group

A R S

Let design There are many ways design can help a business perform more strongly — from improving image (internally and externally), innovating products or services, through to enhancing overall efficiency and saving money. Companies of different sizes and from different sectors have worked with Office Design Group (ODG) to improve their performances during challenging conditions. And the reason is simple — innovative workspaces have a direct and beneficial effect on staff productivity and creativity. Not only does staff performance benefit, good workplace design can also help shape an organisation’s culture and improve corporate image, speed up information flow and nurture innovation. The return on investment should be measurable.

Once a superette, the revamped Harcourts in Campbells Bay epitomises the difference Office Design Group makes. For more on the Harcourts transformation, see page 38

A market niche Established in 2000, ODG is owned and operated by Karen MacKenzie. Specialising in renovating, relocating, expanding or downsizing, ODG has been delivering functional style to our commercial office market for 10 years. It takes care of new and existing building fitouts, with the extensive range of interior design services available through ODG testament to how much the business has grown in ten years. As designers and project managers, the ODG staff will ensure quality standards, deadlines and budgets are met, as well as supplying clients with conceptual drawings, product samples and costings. The company will take care of any applicable building consents and fire reports, as well as approve tenders, address health and safety issues and organise design details from colour schemes to joinery.

Good design is a business strategy that helps companies succeed in a highly competitive market

Great Design; Sustainable Leadership; Superior Service. Elite International School of Beauty and Spa Therapies – ODG designed and implemented a total refurbishment and upgrade of the building services and integration between the floors which comprised of classrooms, student facilities and offices. The school includes a fully equipped day spa for client day treatments. Key requirements of the project were concept design, space planning, hard fit-out, soft fit-out, custom cabinetry design, building consent and project management and specialised upgrade to building services.

The Ingram Micro offices after the ODG treatment

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Property and Construction | Office Design Group

work for you ODG will also oversee demolition plans and construction specifications, liaise with all relevant construction and architectural parties and complete a final inspection. Of ODG’S unwavering commitment to existing and potential clients, MacKenzie says in an industry that has long been wrought with professional ego, the company’s objective has always been about accessibility. “My main driver now, as it always has been, is that intelligent design should be affordable and accessible.” And while MacKenzie concedes that competition in the interior design industry is always present, she says her focus has always been about serving her customers needs.

Initial considerations for any project Early planning is the key, so consider:

    

Where is your business heading regarding expansion, market share, specialisation, geographical position, client/distribution base? What do you need in your building? Are you providing an ergonomic work environment? What will it cost and what are the options for funding the fit-out? Do you need a building consent?

“It is a competitive industry, but I haven’t been out there directly competing with similar businesses,” she says. “My focus is on what we do. If you focus on your competition, you’re not focusing on your clients and doing your best work for them. I believe that if you’re doing your job for the right reasons, you can’t go wrong.”

Functional style While the term interior design carries with it strong aesthetic connotations, MacKenzie is eager to break down the perception barriers so interior design is recognised for all its elements. She says beyond the ‘first impressions count’ motivation for having a visually attractive workplace, the most important and fundamental design objective for ODG is to create a functional workspace. Forecasting potential growth is also part of the ODG process. This is to establish whether additional space may be required

to accommodate organic or pre-empted professional expansion or the implementation of new technologies. Features and accessories such as storage, air conditioning, screens, task and visitor seating, art hire, plants, desk accessories, lighting and furniture are all integral aspects of a fully functional and productive office space.

the first being in terms of its clients business objectives — reduced costs, increased revenue, brand awareness and higher productivity. Secondly, in terms of attributes — usable, desirable, memorable and understandable. Feature continues on next page >>

Future requirements ODG will listen and establish your requirements and determine how much space you need to fulfill immediate and future requirements. Good design is a business strategy that helps companies succeed in a highly competitive market.ODG has a two-pronged approach;

“Intelligent design should be affordable and accessible.”

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Auckland Today | May/June 2010 | 37

Property and Construction | Office Design Group The expected results and benefits ODG outlines on its website align directly with the results based feedback provided by satisfied clients. With the objective of helping clients improve staff morale, increase staff efficiency and positively communicate their company’s

culture to clients and staff, ODG’s testimonials from clients show the company is clearly achieving these results. ODG clients have also included Davenports Harbour Lawyers, Murray Orr Dental and the Child Cancer Foundation, to name but a few. And like the testimonials provided by these companies, the high level of repeat work and what MacKenzie describes as “people qualified referrals” also speaks volumes about the efficiency of the business. “In the last couple of years the majority of the business we have received is repeat business which is fantastic because our business philosophy really is all about our relationships with clients. This expression might sound clichéd but it is absolutely true,” she says.

Satisfied client testimonials Harcourts Campbells Bay A refurbishment of office space for Harcourts in Campbells Bay, Auckland was also undertaken by ODG. This building was originally a mechanics workshop and superette prior to interior and exterior refurbishment.

The project involved:  Concept design

The project involved:

 Space planning

 Concept design

 Hard fit-out

 Space planning

 Soft fit-out

 Hard fit-out

 Consents and documentation  Project management. Harcourts principal officer Graeme Udy commented on ODG’s commendable service. “They (ODG) source excellent products and their designs are right up to the minute. Prior to beginning, they talked at length with us and listened carefully to our requirements. “ODG have managed our projects from the inception through to completion and have met and kept us fully informed throughout. We have always been thrilled with the results.”

Ten year milestone With the business turning 10 in May 2010, MacKenzie says she is particularly proud of the staff dynamics, the low staff turnover rate and the cross-pollination of knowledge that occurs within the business.

“We are very proud of the fact that we have clients returning to us and recommending us to others.”

“We have fantastic communication and transparency with each other and with our clients — there are no hidden agendas and we are not a hierarchical kind of company, we are very much a team. “It has also been very important to me that our designers here follow through with a

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 

 

















38 | Auckland Today | May/June 2010

ODG was contracted to complete the new school campus at the Elite International School of Beauty and Spa Therapies in Newmarket, Auckland. This involved a total refurbishment and upgrade of the building services which included classrooms, student facilities, offices and a fully equipped spa for day treatments.

 Exterior facelift

 Designing custom office furniture and a reception counter

The style achieved for the Elite International School of Beauty and Spa Therapies

Elite International School of Beauty and Spa Therapies

 Soft fit-out  Custom cabinetry design  Building consent and project management  Specialised upgrade to building services. Of ODG’S commitment to this and other projects undertaken for the Elite International School of Beauty and Spa Therapies, director Simon Harding says: “I would recommend ODG without reservation for your fit-out. We have used ODG for seven fit-out projects in the last six years. In each case the team from ODG have been prompt, professional, delivered on time and to our specification. They have been quick to assimilate and respond to our needs in a practical, ergonomic and cost conscious fashion while retaining design flair and innovation.” project from start to finish. This means more ownership for the designer and ultimately more satisfaction. It also helps the staff build a good relationship with clients.” MacKenzie says from a business point of view, the company’s exponential growth and repeat business have also been a mark of its success. “We are very proud of the fact that we have clients returning to us and recommending us to others and we have worked on projects throughout New Zealand. “I also need to acknowledge the fantastic relationship we have with suppliers and tradespeople. They are stakeholders in our business and our good working relationship allows us to give our clients the best service and quality of goods.” At the end of 2009, MacKenzie calculated that since inception the business had completed 344 jobs on the North Shore alone, of which 41 percent were repeat clients. Auckland wide, the company had completed more than 500 jobs including the North Shore. For the future, MacKenzie wants to break down the barrier of parochial perception that has long gone hand in hand with interior design and wants to educate people about return on investment and, of course, functionality with interior design. MacKenzie says she is working on new ideas for growing the ODG business. Office Design Group Ltd PO Box 305-207 Triton Plaza Auckland 0757 T (09) 476 2535 F (09) 476 2541 E enquiries@odg.co.nz www.odg.co.nz

— Advertising Feature

Transport and Motoring | Tristram European Volkswagen

Volkswagen started out with “people’s car” branding and over the decades has achieved its aspirations — and more. In the 1930s Dr Ferdinand Porsche was instructed to build a car that could carry two adults and three children and cost less than half the going price of other cars then on the German market. Brought into production after World War II, the rear-engined Volkswagen rapidly evolved into a motoring icon. Fondly referred to as the V-Dub, Beetle or Love Bug, it was a hallmark of the swinging sixties and in 1972 became the world’s best selling car, overtaking the Model T Ford. With the Beetle, Volkswagen ensured its place in history, even without taking the Kombi, Golf or Polo into consideration. New Zealand’s only sole Volkswagen dealership, Tristram European Volkswagen, combines the

efficiency, performance and luxury the brand is now known for in its vehicles. The Auckland dealership encapsulates the Volkswagen philosophy, representing cutting edge technology and advanced design, along with the brand’s methodology in delivering product leadership and customer service. Established from an existing Volkswagen dealership in 2007, Tristram European has been expanding with the introduction of more stock and additional staff to support the increased level of products and services offered. New and used Volkswagen sales are complemented by a parts and servicing department with one of the best support service records around. Tristram European Volkswagen is committed to providing absolute customer satisfaction, from the showroom to the workshop, with top quality after sale service, equal to that of the vehicles it stocks, general manager Greg Leet says.

“We strive for complete customer satisfaction at all levels which reaffirms our relationship with our core customers. And if we do all that right, the customer comes back and provides referral business as well.” The dealership continues to exceed growth expectations under the umbrella of the Volkswagen brand. “The franchise and the dealership itself is going to continue to experience growth with the new models coming in and the expansion into the commercial segment,” Leet says. With the launch of new commercial vehicles, including the Volkswagen Amarok commercial ute, the value and confidence Tristram European has in the New Zealand market is clear. The Volkswagen brand has gone from strength to strength. In recent times it has quietly risen

through the ranks to appear as the third largest manufacturer in the world today. It has done this through a combination of business acumen, some clever acquisitions and a global presence. With the Volkswagen Golf taking out the World Car of the Year Award for 2009 and the Polo taking out the title for 2010, Volkswagen and Tristram European are the winning combination. “Volkswagen is an outstanding brand — the cars are sporty and advanced with exceptional build quality.” Tristram European Volkswagen Cnr Wairau and Hillside Roads North Shore Auckland T (09) 441 0090 www.vwcentres.co.nz — Advertising Feature

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Auckland Today | May/June 2010 | 39

Transport and Motoring | Hulme Supercars

r a c r pe

approaching production

The term ‘supercar’ defines an exotic automobile at the highest end of the performance spectrum. It’s not something to pick up the groceries in or for the school run — a supercar is supposed to be barking mad… the more bonkers, the better. Think expensive, fast or powerful with handling to match, coupled with a sleek and eye catching appearance and a price in a rarefied atmosphere of its own — and you’ve got a far from run-of-the-mill vehicle. And now New Zealand is poised to join the elite breed of supercar manufacturers with Hulme Supercars, the brainchild of racing enthusiast Jock Freemantle, about to launch into production. The Hulme supercars, retailing at $650,000 each, could be rolling off a local production

but it’s one Freemantle believes our country is capable of. “We have a proven record of successful achievement at all levels of international motor sport, an array of specialist skills and experience in the field and the ability to develop and produce a top quality product at a competitive cost compared with other developed economies. line next year if investment targets are met. The company is offering 7.5 million shares valued at $1 each — and as soon as $2 million is raised, production will begin. An initial production target of 10 cars has been set for the first year, expected to increase to 25 per year by 2012. The hot orange and black Hulme Supercars weigh less than a tonne, reach 100 kilometres per hour in an impressive three seconds and exceed 320kph. The company aims to produce three models — the CanAm, Spider and F1.

Hulme Supercars was established to fill a strategic gap in the international supercar market. The name captures both its Formula 1 nature and Kiwi heritage in a fitting tribute to Denny Hulme, New Zealand’s only Formula 1 world champion. New Zealand is not new to racing success, but it is certainly new to supercar success. Taking a one-off prototype into production is the toughest hurdle for any fledgling manufacturer. It’s a challenge that has sunk many betterknown companies with less ambitious projects,

A feasibility study he carried out in 2002 indicated supercar production potential in New Zealand. Investigations into cause of failure for similar ventures provided the game plan. “Number one is they borrow too much money and secondly they take orders too soon.” To mitigate the risks, the company won’t take orders until there’s a definite production date and is seeking investors as opposed to lenders. Freemantle has also put everything on the line, so far as investing all his assets to start the project and with the support of 90 other New Zealanders, has more than $4 million invested to date. “It is risky, it’s never been done here before and there’s no guarantee of its success. What we can say is that history shows us we can do it.

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— Advertising Feature

www.j-c-eng.com J&C Engineering have been providing ToolMaking and Precision engineering solutions for manufacturing companies all over New Zealand for over twenty years.

We feel extremly proud to have been asked by Jock to be part of the “Hulme” project and look forward to a long association with him and NZ Supercars Ltd.

Phone: 09 274 4214 40 | Auckland Today | May/June 2010

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Transport and Motoring | Pavlovich Coachlines

long haul

In for the

With the high failure rate for startup businesses, for any to survive further than corporate infancy is testament to the business acumen of its founders. And reaching corporate old-age is no mean feat in today’s marketplace — so a business history spanning more than 70 years goes beyond the tangible, as consumers don’t buy a brand, they buy into a story. The Pavlovich Coachlines story reaches beyond the present day, to encompass a colourful family history. From a small-scale school bus service to a highly sought after coach charter, it illustrates the company’s widely respected reputation for the safe and expedient transport of many thousands of passengers. From tour groups and conference transfers through to day trips and overnight charters, from an economy city bus to a five-star deluxe touring coach, Pavlovich Coachlines offers a broad range of buses and coaches, to meet an equally diverse range of services. It is the rich rural history entwined within the company’s culture which sets it aside. Marco and Minerva Pavlovich were raising their family in the farming district of Waikato, many kilometres from the local school. They recognised the need for safe and reliable school transport and M. Pavlovich and Sons Ltd was born. From those small beginnings in 1938, the company has developed a strong reputation

and the confidence to grow and diversify. In the 1960s M. Pavlovich and Sons were among the first to offer “package tour” holidays to the South Island by deluxe touring coach. The 1970s and 1980s became decades of growth and strengthened commitment to provide the best in tourism transportation. In the 1990s Ivan and Mary prudently re-consolidated the business during a difficult economic period and remained in the driving seat of the industry, steering it into the promise-filled 21st century. Family businesses make up the backbone of our business landscape and it takes a family with an emotional investment in what it’s doing to achieve great success. More than 70 years after its conception, Pavlovich Coachlines is now in the hands of second and third generations, Ivan Pavlovich (director) and Bernard Pavlovich (chief executive). Pavlovich Coaches senior driver Maurie Garton illustrates the company’s dedication. He “temporarily” joined the company and remains there 18 years later. “When I started there were three tour coaches and a school bus run — that was pretty much it. “Where the business is today is testament to Bernard’s drive and determination. He diversified into new markets, his work enabled us to branch out beyond the cyclical tourism industry, he has made the company what it is today.” Staying true to its origins, a bus fleet continues to operate in Hamilton, with the principal coach fleet based in Auckland and a satellite branch in Christchurch. The Urban Express division provides public bus services in the Auckland region.

Pavlovich Coachlines operates a fleet of 75 buses and coaches ranging from 21-seat to 53-seat capacity. The big brown buses stand out as they make their way around the country. In colour psychology brown represents steadfastness, reliability and commitment. With more than 70 years invested in the bus and coach industry, the Pavlovich coaches wear their brown sleeves well. In transport vernacular, Pavlovich are in business for the long haul.

Chief executive Bernard Pavlovich and director Ivan Pavlovich, responsible for steering the future direction of Pavlovich Coachlines. Behind the wheel is Maurie Garton, who has been with the company for 18 years

Pavlovich Coachlines 58 Carr Road Mt Roskill Auckland T (09) 620 5490 E sales@pavlovich.co.nz www.pavlovich.co.nz

— Advertising Feature

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Email: admin@lsj.co.nz Phone: 07 849 6881 Fax: 07 849 7121 Auckland Today | May/June 2010 | 41

Business Development | Hally Labels

Stick to it – formula for success The printing industry has changed beyond all recognition since award-winning Hally Labels began almost 45 years ago. Many years ago printing was painstakingly reproduced using woodblock printing, a similar fashion to stamps with images and text carved out from wood blocks, dipped in ink and brought into contact with the surface to be printed. Like the personal computer and the mobile phone, the printing industry as we know it today started off as just a revolutionary dream. But it was the invention and spread of the printing press that is widely regarded as the most influential event in the second millenium AD, revolutionising the world and ushering in the period of modernity.

A major advance in the industry was the introduction of self-adhesive labels. Colourful paper labels have been used to identify products since the early 1880s. Introduced to America by European artists, this profession became known as lithography, the first commercial art. The goal was simple; catch the customer’s eye. Orchard owners used this new concept of lithography to bring attention to their fruit. Labels were used on cedar crates full of fruit, cans of vegetables and boxes of cigars. In the early 1930s an entrepreneur called R. Stanton Avery manufactured the world’s

first self-adhesive labels, crafting a successful business. This label came with a paper surface featuring a coat of adhesive and a liner stuck to the adhesive. The liner had a special silicone coating. The term pressure sensitive labels became the industry name for the technique. Today, pressure sensitive labels are an integral part of our lifestyle.

alleyway off Auckland’s Beach Road. Growth was rapid — two years later the business moved to larger premises in Lichfield’s Building in MacKelvie Street, Grey Lynn.

Colourful history

The goal was clear — to be a leader in the new but expanding self adhesive labelling industry. The company’s first reel self adhesive printing machine, a Viking Dominator, was installed in 1969.

Hally Labels has an equally colourful history as the industry itself. In 1965 Ian and Pam Hally established Hally Press after purchasing a small jobbing printer in Uptons Building up a narrow

Growth continued to surpass both expectations and space, which saw the move to even bigger premises in Nugent Street, Grafton, just a short time later.

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www.aminternational.co.nz 42 | Auckland Today | May/June 2010

Business Development | Hally Labels

As customer needs grew, so did the demand for equipment and services. Hally Press recognised the need for innovation and purchased its first Gallus reel fed label machine — the Rolls Royce of label machinery. This was just the first of 14 machines subsequently purchased by the Hally Group from Gallus companies.

Innovative solutions Around 35 years ago Roger Watt joined the company and some years later, as Ian Hally stepped back, Roger took the helm and today continues in the role of executive director. “We started as a small family operation with a two colour letterpress printing machine,” Roger says. “We then introduced another two colours and by then we could do something that was quite revolutionary for the time, producing labels in full four colour process.

Hally Labels has branches in Auckland, Christchurch, Brisbane, Melbourne and Sydney, employing more than 200 people trans-Tasman. Efficient operations In 1998 Lingard set up a factory in Brisbane to be more competitive and to better serve its Australian customers. “For many years we had been producing product in Auckland and shipping to Sydney, Melbourne and Adelaide,” Roger says. “We recognised that in order to grow the business and be in the position we wanted to be in we needed to be manufacturing there. “The industry was very protected. In the early days it was difficult to get import licensing.

“So in order to get raw materials to supply the local market you had to be exporting.”

HP digital awards and a Benny Landa award, the company illustrates industry dominance.

Today, the company has branches in Auckland, Christchurch, Brisbane, Melbourne and Sydney, employing more than 200 people trans-Tasman.

Following on from its success at the inaugural HP Asia Pacific and Japan digital awards, Hally Labels gained two more awards at the World HP Digital Label and Packaging Awards Competition in 2008.

Hally Press and Lingard continued to develop separately as complementary businesses serving the needs of different labelling markets. However, just recently after extensive analysis and planning the two companies were merged into an Australasian business Hally Labels, improving efficiences and streamlining the operation in the process. Pam and Ian have both retired. Their son Grant now has the helm as chairman of Hally Group and their daughter, Ann Everard, is a company director. Hally Labels has continued to be innovative with new labelling products and technologies to supply customers with an unmatched range of labelling solutions. “It’s a very competitive industry. The only way we can thrive is to continue to innovate and do things better than our competitors. To ensure this we have to be prepared to invest in new equipment, technology and processes. Hally was the first label company in New Zealand to install an HP Indigo digital offset press for high quality short run and variable data printing. “Merging our two companies together has allowed us to restructure our services and make the entire operation more efficient and better serve our customers which is the key to success for any organisation.” If accolades are a measure of success, Hally Labels is leading the way. With two international

Then it topped that off by taking out the best of show Benny Landa award for its food category entry. The winning entries were selected based on their degree of innovation and creativity, marketing appeal, use of digital technology, paper selection, use of ink and colour, finishing and packaging and overall aesthetics. But Hally Labels isn’t unfamiliar with accolades illustrating its success, with the company a regular of the Pride in Print awards. In 2009 the company took out four gold and five highly commended medals in the annual competition. Through the hard work and passion the Hally family brought to that little jobbing printer business, Hally Labels has developed into a successful international enterprise. Through the dedication and hard work of all those beyond the family who have joined the journey, Hally Labels will continue to lead the industry in the same fashion — through innovation and excellence. Hally Labels 26-28 Hannigan Drive Glen Innes, Auckland T (09) 574 3999 E enquiry@hally.co.nz www.hally.co.nz

— Advertising Feature

“While we are still a family owned business, the innovation and passion we illustrated in those early days has continued to run strongly throughout the history of the operation through to the current day and continues to be a dominant key to the success of the company.” As the business developed, design and pre-press was considered to be strategically important and Identity Digital Limited was established in 1982 and renamed Hally Digital in 2005. This enabled the company to stretch the limits of technology and maintain a technical and quality edge over its competitors. In 1990 further growth preceded the Auckland factory’s move to Hannigan Drive, Glen Innes, again providing space to improve machinery layout and boost efficiencies. In 1985 a subsidiary, Lingard Label Co. Limited, was formed in Christchurch to acquire the label printing business formerly operated by a Christchurch grocery co-operative. Lingard specialises in the supermarket weight price market, the meat industry and general food labelling and has experienced nothing short of exponential growth since its inception.

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Auckland Today | May/June 2010 | 43

Business Development | EmbroidMe East Tamaki

s s e c c u s f o k r ma In a competitive commercial marketplace, looks are everything — especially when it comes to marketing your image. Dressing businesses for success with personalised embroidered apparel and promotional products, EmbroidMe East Tamaki is a company that turns your marketing vision into a tangible result.

EmbroidMe East Tamaki has five primary points of difference, which franchisee Wayne Strong says sets the business apart:

 EmbroidMe East Tamaki is a one-stop shop  The company run by Wayne and Michelle Strong

is one of hundreds of independent franchises worldwide which maximises the buying power of each entity

Catering for a wide range of categories, from corporate wear to promotional items, EmbroidMe East Tamaki can embroider your company logo or brand on everything from jackets and vests, to tote bags, conference satchels, polo shirts and sportswear.

 EmbroidMe East Tamaki understands that

customers are selecting tactile purchases and offers a showroom full of styles for viewing and fitting

 The company does not impose minimum

order requirements for apparel, meaning customers can order from one to 10,000 customised products

Business logic At first, it is somewhat of a surprise that the franchisee of EmbroidMe East Tamaki, Wayne Strong, ventured into this type of work. But on reflection, it makes perfect sense. Because after working in a business advisory and consultancy capacity in the public practice and commercial arena for almost 20 years, Strong knew the ins and outs of business management and ownership. And with this knowledge as his professional intuition and some fine tuning of his embroidery technical skills, Strong was like a duck to water. “Because of my previous experience I had a very firm grasp of how to run a business. I had spent years helping others to run their businesses and explaining about the importance of planning, cashflow and how staff are a business’ most important asset. “As reasonably conservative accountants, my wife Michelle and I were sure that a move into this industry was a safe bet, because we knew that we would have the support of a large network.” Strong’s reference to the EmbroidMe family as a ‘large network’ is certainly a fitting observation, as there are literally hundreds of EmbroidMe franchises across the world that are constituents of parent organisation, United Franchise Group. The growing franchisee numbers and the fact that the collective franchise is operating as the largest professional player of its kind in the world, is testament to the group’s success. But despite its firm footing on the commercial stage, EmbroidMe East Tamaki is a company committed to preserving the reputation it has earned and the business does not take its position in the market for granted. Strong says the three things most customers want are are



EmbroidMe global branches price, have fast turnaround times service to quickly get your and quality brand working — although for you. he concedes that achieving all three things simultaneously is difficult. At EmbroidMe East Tamaki, the company places emphasis on service and quality, but Strong says he also understands the need to offer competitive prices that meet the market. If the complimentary customer testimonials on the company’s websites do not speak volumes, the numbers at EmbroidMe East Tamaki certainly do. In March 2010, the company set a record in its sales history, achieving the biggest financial month since inception. And, to top that, the business finished the financial year on March 31st 2010 with a revenue increase of 22 percent from the previous year. See EmbroidMe East Tamaki today and get noticed. EmbroidMe East Tamaki Cnr Smales & Springs Road East Tamaki 2013 T (09) 265 0300 F (09) 265 0800 E easttamaki@embroidme.co.nz www.embroidme.co.nz — Advertising Feature

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44 | Auckland Today | May/June 2010

• • • • • • • • • • • •

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Solutions | Ashworth and Taylor Sheetmetals

i a l s v e pr

Quality

Undercutting the competition became commonplace as companies endeavored to stay afloat during the recession. The trend has led to dire consequences and must be brought to a halt, according to Ashworth and Taylor Sheetmetals managing director Bruce Taylor. Not one to baulk at healthy competition, he abhors the practise of undercutting, saying the commercially unsound decisions resulting from under quoting creates huge problems across many sectors. “Companies were not just undercutting, they were under quoting and then using every shortcut to get the job out,” he says. “The price expectation is driven down and then there is no margin anywhere for anyone.” Although undercutting has been prevalent across many sectors, quality always prevails — particularly for companies like his, which deliver exceptional product to the highest of standards every time, Taylor says. Ashworth and Taylor is a leading designer and manufacturer of quality sheetmetal, catering for commercial, industrial and domestic architecture. As Taylor talks about the 100 percent commitment to delivering a service that goes above and beyond the competition every time, it’s clear the company’s attitude flies in the face of those who use undercutting as a sole mechanism to secure contracts. “We will not walk away from a job until we have met our own expectations — and as we are very detail orientated and have high standards, if we have met our expectations, we will have exceeded the client’s.”

Taylor runs a multi-faceted operation, built on the concept that actions speak louder than words. “Saying you’re quality is nothing unless you can back it up by proving it.” With some of the most specialised machinery in New Zealand, the team of skilled technicians can take a variety of jobs from the concept stage to full production and installation. Be it a one off splash-back for a domestic kitchen, to large scale manufacture, the company does it all. “We are unique in that we can produce one or 20 identical products or scale it up and produce thousands of the same item.” Along with commercial architecture, Ashworth and Taylor is a sheetmetal “go-to for anything,” including wastewater treatment equipment, entertainment components, pharmaceutical and medical needs. “We do all facets of industry shop and kitchen fit-outs — the sky’s the limit,” Taylor says. But it is the construction side of business the company is most proud of, as it “has been there since day one”. From the Lion Nathan fit-out to bridge balustrades on SH20, the team has immense capabilities. It’s a sure sign of a company’s standing when other industry specialists use it for custom manufacturing. This is helped by the experienced design service. “Ashworth and Taylor has a very high quality name, that’s what we pride ourselves on.” Ashworth and Taylor Sheetmetals 14 Kaka Street Otahuhu Auckland T (09) 276 3408 E bruce@ashworthtaylor.co.nz www.ashworthtaylor.co.nz — Advertising Feature

Forklifts service, professionalism Auckland Forklift Services, formed by Bruce Taylor in 2007, has brought a level of service and professionalism to the industry.

this we understand that quality forklift sales must be backed up by outstanding customer service and support.

The company is the Auckland agent for Universal Forklifts. It trades new and used machines, hires, leases and offers full servicing via a team of specialist technicians. “Our guys are so skilled and experienced, it is not unusual for them to be able to diagnose faults via telephone,” Taylor says.

“We have skilled and professional technicians who handle breakdowns quickly and we will help you implement a maintenance program for your new forklift. Preventative maintenance reduces the cost of downtime by minimising forklift breakdowns and finding minor problems before they become a major expense.”

Man-cage hire and sale is also a popular service offered by the company. With competitive pricing and the ability to service all brands of forklifts, Auckland Forklift Services works hard to be the leading service provider when it comes to value for money. “To achieve

Auckland Forklift Services 14A Kaka Street Otahuhu Auckland T 09 276 5901 www.aucklandforklifts.co.nz

SPECIALISTS IN CUTTING, FOLDING & ROLLING ALL MILD, ALUMINIUM, STAINLESS & WEAR RESISTANT STEELS

200 James Fletcher Drive, PO Box 22-121, Otahuhu, Auckland, 1640. Phone: 09-276 7481 Fax: 09-276 5690 Email: nufab.eng.ltd@xtra.co.nz

— Advertising Feature

Auckland Today | May/June 2010 | 45

Solutions | Mini-Tankers

Take control of

diesel delivery

Mini-Tankers is New Zealand’s leading onsite diesel refuelling service, giving its nationwide customer base complete peace of mind regarding their fuel supply needs.

Mini-Tankers refuels machinery on site, saving time and money.

Mini-Tankers — part of the Mini Fuels and Oils operation — offers total control and security for your entire business fuel supply. Established in 1988 and backed by one of the world’s leading oil companies, Mini-Tankers offers diesel refuelling for a multitude of different purposes, ranging from contracting and earthmoving to superyachts, power station back-up generators and home heat tanks. The long list of customers come from forestry, marine, industrial heating, road and rail transport, schools, parks and reserves, mining and manufacturing industries. Mini-Tankers offers a nationwide service or a local service to customers based only in the Auckland area. In the Auckland area alone there are 12 tankers delivering fuel and nationally the fleet totals more than 50 tankers. If your company requires fast, efficient, competitive diesel deliveries, then you should be talking to Mini-Tankers.

Running tank specialty Mini-Tankers manager Chris Jarvis says unlike many other fuel supply companies, Mini-Tankers specialises in running tank delivery. “We focus solely on diesel and we fuel directly into plant. Many other fuel distribution systems focus more on delivering into a storage tank, rather than into a running tank,” he says. “We take a hose to the machine, rather than machine to the hose. “Although we do delivery into tanks as well, our focus is on delivery directly into operating machinery and vehicles.” Mini-Tankers helps customers overcome problems associated with running dieseloperated fleets. The company removes the burden associated with owning and storing oil products and offers a safe and convenient supply of fuel and lubricants direct to customers’ equipment. There is no need for drums, storage, trailer or sledge tanks, which are prone to leaks and theft.

Focus on service Mini-Tankers in New Zealand is made up of a group of dedicated and passionate owner operators who provide a seven-day, 24-hour professional service. It is this team that are the heart and soul of the company, working long and sometimes awkward hours to provide its customer base with on-site refuelling and catering for individual customer needs. Mini-Tankers offers complete protection against contamination, leakage, vandalism or theft of fuel. The company can supply customers with a monthly fuel management report that keeps customers totally informed of their fuel usage and costs.

Proud suppliers of Pumps & Meters to Mini-Tankers • Blackmer Pumps • Liquid Controls Meters • Selectronic Registers

PMC

Ltd

FOR ALL YOUR PUMPS AND FLOW METERS

Ph. 09 579 2714

46 | Auckland Today | May/June 2010

www.pumpmachinery.co.nz

Solutions | Mini-Tankers

Mini-Tankers’ specialist fuel supply service saves customers fuel, money and time, meaning increased productivity for everyone. Cost savings Mini-Tankers’ system of delivering fuel directly to running tanks offers many benefits to customers, including increased productivity, lower fuel usage and a reduction of risk in their operations. All tanks are custom-designed and built to international regulations to meet each customer’s needs. Value Proposition is based on meeting customer needs.

Mini-Tankers specialises in refuelling running tanks. Staff are fully trained and offer a safe refuelling method

network to provide fast efficient solutions to customers who require diesel deliveries on site.

information. It’s entirely hands free, whereas most competitors still offer manual documents.”

Backing up the operator network and sales team is a dedicated group of head office staff who use modern technology to co-ordinate accounts, manage lubricant stocks and run training and fuel management systems, completing the Mini-Tankers package.

Customers benefit through greater accuracy of information. “All this is to deliver on our core proposition and increase productivity for our customers.”

Management information Jarvis says Mini-Tankers operates a detailed information system that stores all its customers’ delivery information. “We can provide very detailed management information of customer equipment assets, which we keep in our database, about what fuel has gone into what vehicle on a daily basis,” he says. Manager Chris Jarvis says using Mini-Tankers means there is less movement of plant and customers only pay for fuel used. “If you have a bulk tank you have to drive to collect your fuel and bring it back. There’s also the risk of theft and/or spills or leaks to the environment.

high-flow pumps used to refuel machinery in quick time. The company has a dedicated sales team working closely with the owner-operator

“We capture all transactions through our on-board computers, which then transmit daily, from remote locations, this information into our IT servers, which is then fed back to customers via our monthly billing and other management

“Customers who convert from a bulk supply to a ‘running tank’ supply will typically experience a significant decrease in fuel usage,” he says.

PROUD TO SERVE MINI-TANKERS’ LEGAL NEEDS:

“These large earthmoving pieces of machinery are using hundreds of litres of fuel per day, so even a small percentage daily can mean a large fuel saving over the course of a project.”

Franchising

All refuelling of machinery is carried out by Mini-Tankers’ experienced staff, resulting in less spillage of fuel and a reduced risk of contamination and exposure to risks. Mini-Tankers offers a quick response time, which means less hassle and down time, with

Commercial Debt Collection Litigation Andrew Clemow

David Munn

Affordable • Accessible • 09 303 3764 • www.gazeburt.co.nz

Mini-Tankers Unit 3, 110 Mays Road Onehunga, Auckland 1061 T (09) 622 4761 F (09) 622 2672 www.minitankers.co.nz

— Advertising Feature

Service, Specialists in the mpliance of Maintenance, Co . wagons and tanks Bulk liquid Tank Weights and Meter calibration oved. pr ap t en em ur Meas nt. d metering equipme Supply of pumps an nsfer of liquid Handling and tra s. od go dangerous lding. and stainless we Fabrication, alloy Hose testing. Tank testing. of trucks. DG spec upgrading

MFI Engineering Ltd Auckland Ph: 09 263 8371 Auckland Fax: 09 263 8372 Mt Maunganui Ph: 07 574 3915 Mt Maunganui Fax: 07 574 3916 email: mark@mfiengineering.co.nz

“We have worked closely with Mini Fuels for several years now, and we congratulate them on their innovative and successful use of the PsionTeklogix Workabout Pro and Extech S4000T printer for their mobile RFID data capture system. “

��

AND NOW, INTRODUCING... Faster, more rugged, brighter screen, better power management, … future-proof ! IF YOU ARE STILL COLLECTING DATA BY PEN & PAPER YOU NEED TO CALL US! 11 Rutherford St., Lower Hutt Tel: 04-920-6580 Email: sales@pocket.co.nz www.pocket.co.nz Auckland Today | May/June 2010 | 47

Solutions | Scott Package Handling Systems (PHS)

getting

goods

going While many of us take for granted the accessibility we have to food and beverage products, the behind-thescenes processes which ensure consumer convenience operate tirelessly to indulge our needs.

Dedicated to providing innovation solutions, Scott Package Handling Systems (PHS) has a reputation for engineering precision and innovation. The company services markets including dairy, wine, beverage and food processing and its professional portfolio includes machinery designed and manufactured for clients including Fonterra, Kraft and Heinz Wattie’s. While it originally operated under a different title, Scott PHS has been operating in essence since 1955, meaning 55 years of experience has infused the business with the highest level of industrial knowledge and know-how. Designing and manufacturing depalletisers, conveying and palletiser systems, the company provides machinery tailored to clients specific requirements. It also provides automated storage systems, stacker cranes and warehouse storage systems. Scott manufactured systems include belt, bottle, carton and case conveyors as well as robotic palletisers, special purpose conveyors, pallet conveyors and stainless steel conveyors to name but a few.

48 | Auckland Today | May/June 2010

“Ours is a business that knows and understands that for different problems, people need different solutions and we can provide these. Robotic solutions and low level systems provide similar but varied advantages — hence there is not just one fix for all solution.”

There is a highly technical and interactive network involved in delivering consumables to the commercial marketplace and an integral aspect of this network is designed and manufactured by a leader in New Zealand industrial automation.

During this exhibition, the company advocated the advantages of low level machinery compared to high level machinery, as the systematic benefits attached to low level systems are multitudinous. The in-house engineering facilities mean custom design and build services are available through to turn-key solutions for most handling requirements. While Scott PHS has long represented and distributed international machinery to complement its manufacturing system, the company has progressively concentrated its focus on designing and manufacturing Scott equipment for the Australasian markets. Managing director Paul Denton says the company is fully commited to manufacturing and distributing quality systems for the Australasian market. “We are a proud New Zealand company producing world class equipment. Our business is also competitive in an international capacity and we are continuing to extend our presence in other international markets.” In March 2010, in honour of Scott PHS’s commitment to providing innovative industrial solutions, the company held a demonstration exhibiting alternative palletising and depalletising solutions, through to mainstream robotic and high level handling systems.

A low level system, as the name implies, allows for ground level operation and better visibility in comparison to high level systems which require a dedicated operator on a platform. Subsequently, the occupational health and safety benefits attached to ground level operation provide a more efficient and less hazardous working environment. With growth on its agenda for the future, Scott PHS is a company that operates according to the mantra “your ideas, our world”. It understands that tailored automation relies on understanding clients needs. Scott PHS “takes the heavy out of your lifting”.

Scott Package Handling Systems PO Box 45032 Te Atatu Peninsula Waitakere 0651 T (09) 834 2715 F (09) 834 3863 E p.denton@scottphs.com www.scottphs.com — Advertising Feature

Solutions | French Electrical

Covering the As equally diverse as the range of applications electricity can be put to, is the range of services French Electrical provides.

approach to business,” Chris says. “There’s always someone to answer the phone, it diverts to my mobile outside business hours. If someone rings with an urgent job, we’ll do what we can to get it done.

“We can do pretty much everything where a wire is involved,” operations manager Chris French says. “Whether it is to install a three phase power outlet or to provide power to new machinery, automatic gates, home automation, home theatre systems, industrial maintenance, ventilation — we not only provide power and lighting solutions, but also data, communications, security systems, even water pump repairs.”

“If we say we’re going to be there at nine, we’re there at nine and we pride ourselves on that.” While expansion is in the future for the company, Chris says it is more important to be better than bigger. “We are interested in

expanding, but it will be a gradual process so it doesn’t get out of control. It’s more important to us to maintain our personal touch — that’s what we pride ourselves on.”

French Electrical PO Box 122 Whitford Auckland T (09) 274 8082 E info@frenchelectrical.co.nz www.frenchelectrical.co.nz — Advertising Feature

Scott Electrical Ltd

The French Electrical story is one of those great tales which starts with a Kiwi guy and his shed.

ELECTRICAL SUPPLIES

Electrical

The long standing business which has been providing professional electrical services to Auckland for more than 35 years was founded in 1974 by Chris’ parents, Richard and Kath French (who are still 100 percent involved). French Electrical’s first move was to a larger implement shed on the farm, before further growth meant a move to a commercial premises in 2007.

Lighting

Rexel’s aims to provides specialists skills, knowledge and even design solutions t -JHIUJOH t -BNQT t "JS $POEJUJPOJOH

Chris joined his parents in the business in 1992. “We’ve gone from one person to seven full timers and two part timers,” Chris says. The company has ensured its own future by training 20 apprentices over the years. “It’s great to be able to give back to the industry by turning out well-rounded tradespeople.”

Data Supplier

t %BUB 4FDVSJUZ t 4XJUDICPBSET

Proud to be associated with French Electrical

1SPVE UP CF BTTPDJBUFE XJUI 'SFODI &MFDUSJDBM

Phone 09 265 0143 | Fax 09 265 0144

525 Great South Road, Penrose Phone 09 579 5557 www.rexel.co.nz

The company is a family affair with Kath French and Chris’s wife Chantelle managing the administration. “We take a very personal

83 Springs Road, East Tamaki, Manukau www.scottelectrical.co.nz

Solutions | Centra Forklifts Need a

lift?

Centra Forklifts is dedicated to lifting the standards of the forklift industry. Over the last 40-plus years Centra Forklifts has weathered the ups and downs of the industry, initially as a manufacturer and laterally providing sales and service for new and used vehicles. As agents for Mitsubishi, Sumi and JCB Teletrucks, Centra Forklifts has sales and service centres in Auckland and Christchurch, three workshops in Auckland and an extensive dealer network throughout the North and South Islands.

reach capability enables single side loading, saving up to 50 percent loading space in congested yards. By reaching over obstacles and into vehicles, it reduces the risk of damage. The Teletruk utilises all forklift attachments with the “changezee” hydraulic system switching attachments in less than 20 seconds, without the operator leaving the cab. With a maximum lift height of 5.15m and forward reach of 3.3m, it is efficient and versatile. “The Teletruk will do everything that a forklift will do, but more,”

Booth says. “The Teletruk’s appeal has grown because of its ability to do what ordinary forklifts can’t do by virtue of its telescopic boom. Momentum is starting to pick up as people realise the extent of benefits the Teletruck has.” Centra Forklifts 32 Hastie Avenue Mangere Bridge, Auckland T (09) 634 8500 E centra@centrafork.co.nz www.centrafork.co.nz

— Advertising Feature

The new range of JCB Teletruks, with purchase options to suit, combine a small working footprint with high load carrying capacity and the ability to improve handling for most industrial applications. The Teletruk — arguably the world’s most versatile small counterbalanced lift truck — isn’t just another forklift. It has amassed a global customer base due to its capabilities, Centra Forklifts national rental manager Alan Booth says.

A graphic representation depicting the possibilities of the JCB Teletruk

The Teletruk utilises the telescopic boom well known on larger JCB Loadall handlers. This boom design, fitted to a small chassis with a rear counterweight, allows the Teletruk to lift up to 3.5 tonnes. The forward

Proud to be associated with Centra Forklifts

Cascade NEW ZEALAND Ltd Leading the world in Quality Material Handling Products for Lift Trucks

Phone: 09-273 9136 Fax: 09-273 9137

Manufacturing | Plastic Rotational Mouldings

to measure Plastic Rotational Mouldings is at the forefront of New Zealand’s rotational moulding industry. The company contains a wealth of experience, expertise and knowledge gained through a history that dates back to the 1960s. Plastic Rotational Mouldings (PRM) is the longest running rotational mouldings company in New Zealand, beginning life back in the late 1960s as part of the multi-national company — Alex Harvey Industries (AHI). It was one of three plastic moulding divisions that included rotational moulding, blow moulding and injection moulding.

Specialist mouding services Today PRM operates as a contract manufacturer, able to project manage the design and mould-making process, manufacture to strict specifications, assemble, package and co-ordinate freight.

In 1983 the rotational moulding division was sold to the operation’s former manager, George Redshaw and his wife Judy, who changed its name to Plastic Rotational Mouldings Limited. Andrew Ross soon bought into the company and now runs the business in a partnership with Judy Redshaw under the umbrella of parent company McLaren Ross Holdings Limited.

Ross says having three factories throughout the country gives PRM the ability to offer a complete rotational moulding service to customers. “We’re innovative. The biggest thing is being able to work alongside your customer and give them what they require. We provide solutions to their problems and in doing so we have learned to look outside the square.”

Sixteen years ago PRM formed a partnership in Ashhurst, Palmerston North, known originally as Ashhurst Rota Plastics. The Ashhurst operation has since been renamed Mouldings Unlimited Limited, with a second Mouldings Unlimited factory established in Ashburton in 2009.

PRM services customers in a wide range of industries and covers a number of manufacturing processes, supplying components to all industries. “Our manufacturing ability has been highlighted by the awards we’ve received within the plastics industry. Our customers have also received awards for products that we’ve added components to.”

The Ashburton site also has the ability to manufacture steel components, giving PRM a wide scope of capabilities. In addition, McLaren Ross Holdings is a joint owner of a mussel float manufacturing business in the Coromandel, which involves plastic rotational moulding.

Skill and experience

“We’ve had successful relationships with other companies and the strength for us has been in the expertise and management required in rotational moulding,” Ross says.

PRM employs a number of key staff members who are working hard to move the company forward into the future.

DALTON ELECTRICAL

C O M P A N Y

L I M I T E D

E S T

1 9 6 6

FACTORY MAINTENANCE • CONTRACTING • AUTOMATION • INDUSTRIAL ELECTRICAL

Proud to be associated with Plastic Rotational Mouldings

www.daltonelectrical.co.nz 64 Portage Road, Otahuhu, Auckland • Ph 09 276 2512 • Fax 09 276 2591

McLaren Ross Holdings ltd

Aaron Bannister Manager Specialists in Rotational Moulding 641 Great South Road PO Box 12-686 Penrose, Auckland Telephone 09 579 4517 Facsimile 09 579 8417 Email rotomould@prm.co.nz

Ph: (06) 326-8888 Fx: (06) 326-8840 Mb: 027 526 8840 141 Mulgrave St, Ashhurst Palmerston North, 4810 gary.king@mouldingsunlimited.co.nz www.mouldings unlimited.co.nz

Ph: (03) 308-4497 Fx: (03) 308-2462 Mb: 027 311 9471 48 Bremners Road, Ashburton New Zealand, 7740 dougal@mouldingsunlimited.co.nz www.mouldings unlimited.co.nz

Investing in NZs ROTATIONAL MOULDING andrew@prm.co.nz 50 | Auckland Today | May/June 2010

FUTURE!

PRM

operates as a contract manufacturer, project managing the design and mould-making process, then manufacturing to strict specifications, assembling, packaging and co-ordinating freight

Manager Aaron Bannister has been with PRM since 2004 and has continued to bring a modern perspective and technical drive to the business. Ashhurst general manager Gary King has extensive knowledge of the plastics industry, as well as marketing expertise which is proving a huge asset to the team. Ashburton general manager Dougal Lamont’s leadership in the branch’s steel componentry work means PRM can offer a complete service to customers primarily in the dairy and agricultural industry. PRM also employs some long-standing staff including Geoffrey Challice, who has been the production manager for 27 years. Andrew Ross says PRM is looking at new possibilities for the future, such as manufacturing and marketing its own products, as well as its contract manufacturing work. “We have no plans to diversify out of this process, but we’re taking on board that the nature of business has changed and we’re putting things in place to deal with that and move forward.” Plastic Rotational Mouldings (PRM) Limited PO Box 12686 Penrose Auckland 1642 T (09) 579 4583 F (09) 579 8417 E rotomould@prm.co.nz www.prm.co.nz — Advertising Feature

Manufacturing | Borren Metal Forming

SURFACE FINISHING SPECIALISTS

Proudly supporting Borren Metal Forming BLAST CABINETS

Pressure Blast to Suction Blast Cabinets, manual operated to automated systems, Syntech is able to offer a complete blast cabinet solution.

BLASTROOMS

Local edge to components supply As the global marketplace shrinks, one New Zealand niche manufacturer urges our businesses to think carefully before choosing to import components. Jan Borren, managing director of Borren Metal Forming, says while the unit price you pay for your items may be somewhat lower, there are many advantages to buying local which can ultimately affect your own business operations. Borren Metal Forming is a supplier of metal component to other manufacturers. Having used the precision investment casting technology for more than 35 years, the company has forged a reputation for its expertise, quality and reliability in delivery. Being a highly specialised company, Borren says he enjoys the relationships he has built during the years with his clients. Being close to your clientele (both physically and on a relationship level) is important in his mind and has ongoing positive ramifications for everyone. “There are still so many benefits when doing business with other New Zealand companies. Not only are we able to adapt our process to meet client’s requirements, there are no communication barriers, we can get parts

to them quickly, make design modifications as needed, deal with quality issues immediately and make deliveries in smaller quantities, benefiting your cash flow.”

“We are also getting a lot of interest from overseas at the moment. We expect ongoing export contracts for components using this alloy.”

Issues of dealing with China include regular travel costs, purchasing in larger volumes affecting finances, freight costs and possible delays, not to mention the affect on your business if quality problems occur.

Borren Metal Forming 8 Sheffield Street Paraparaumu Wellington T (04) 298 5034 E borrenmetal@paradise.net.nz

Prices will be affected by exchange rates and in the longer term will increase with China’s growing economy and increased standard of living. By then it may not be possible to revert to a local supplier.

TURBINE SHOT BLASTERS

— Advertising Feature

Casting technology The investment casting technology involves making replicas of the final component in wax, building ceramic shells around the wax assemblies, then using these moulds to pour molten metal into.

From planetary table to full table units, continuous flow through, Syntech is able to offer a complete design and build of a turbine shot blast system.

The benefits are design freedom, unlimited alloy choice, close tolerances and fine surface finish. The process is suited to low run production of as little as 50 items, to medium size volumes of several hundred thousand per batch. After an enquiry from a Wellington client, Borren and his team has, during the past three years, developed an expertise in casting a copper based alloy which can be heat treated to achieve a combination of high electrical conductivity and strength.

Syntech Distributors Limited 12B Saunders Pl, Avondale PO Box 19-341, Avondale Auckland, New Zealand Phone: 0064 9 820 2121 Fax: 0064 9 820 0101 Email: sales@syntechnz.com

In the last 15 months this has resulted in obtaining sizable contracts for the Wellington rail refurbishment project.

www.syntechnz.com

PRECISION INVESTMENT CASTING stainless steels alloyed steels

Pneumatic or Mechanical Recovery Systems - Syntech offer a wide range of sizes and configurations for all types of cleaning, peening, stripping and finishing requirements.

carbon steels bronzes

nickel chromes cobalts/stellites

Borren Metal Forming Limited 8 Sheffield Street PO Box 1511, Paraparaumu

Ph/Fax 04-298 5034 borrenmetal@paradise.net.nz

BMF offers – superior quality – competitive pricing – adaptable deliveries – personal expertise Even if you are happy with your current supplier

We will do BETTER

Auckland Today | May/June 2010 | 51

Initiatives | Eastbridge

building

Bridges connect people. Providing passage for journeys by foot, horse, motor vehicle or train, they open channels for travel, trade and tourism.

Eastbridge general manager Andre van Heerden says. “Other companies in our industry have tended to focus on the building industry. But with years of expertise we have targeted a bridge market — the civic market. When people think of steel component bridging they associate it with Eastbridge, as that is our primary focus.”

Representing all shapes and sizes, every bridge design is aesthetically unique, having been conceptualised to meet a definitive purpose.

RDB bridging

The Roman Empire established an enduring connection between ancient civilisation and modern society with its construction of the Alcántara stone arch bridge, which still stands over the River Tagus today. And bridges like the Lupu in Shanghai and San Francisco’s Golden Gate have become iconic architectural symbols. A New Zealand company bridging the gap for clients since 1965 has taken its bridging expertise to local and international markets. Eastbridge, a private limited liability company, was born from WB Easton Limited and has been manufacturing bridges using conceptual skill and tactile ingenuity ever since. Eastbridge — one of New Zealand’s leading steel bridge fabricators — is building bridges which stand the test of time. As a specialist in the supply of steel bridging, towers and poles, the

company’s services cater for the domestic and international markets. Today the business is under the management of former Fletcher Construction project manager, Andre van Heerden, who has extensive experience in the industry. Eastbridge’s modern workshop adheres to quality assurance standards and inspection and test plans. Major plant and equipment resources include a test erection bay, 600 tonne brakepress, multi-head and beamline drill machines and an automated beamwelder. Eastbridge’s main clients are predominantly New Zealand contractors. However, given that Napier port is only five kilometres from its premises, the company has completed and transported multiple bridging projects to Papua

New Guinea, Malaysia, Indonesia and other major South Pacific countries.

Bridging projects The diversity of projects undertaken by Eastbridge has seen the company producing bridges for all purposes and places. The Mercer-Longswamp off-ramp bridge on state highway one, south of Auckland, was fabricated by Eastbridge and is the first significant bridge superstructure manufactured in weathering steel in this country. Constructed with fabricated plate girder and piers heads, the total span lengths are 82 metres. This bridge is a rarity, in that rusting is a deliberate result of the materials used. When a uniform rust patina is fully formed on weathering steel, the rust process is halted, protecting the steel from further corrosion without the utilisation of paint protection. Contracted by Genesis Energy, Eastbridge completed an extensive upgrade of the Tainui Bridge in Huntly. This project entailed the fabrication of replacement steel arch spans and strengthening plates for the 1940s seven span tiered arch bridge. This upgrade was conducted to enable the transiting of new 400 tonne turbines for the Huntly power station and more than 800 tonnes of steel was used in the strengthening of the Tainui bridge.

Quality Suppliers of Hot Rolled Products and Services to EASTBRIDGE LTD ISO 9001 Registered

New Zealand Steel Ltd Private Bag 92121, Auckland Phone 09 375 8999 Fax 09 375 8213 www.nzsteel.co.nz 52 | Auckland Today | May/June 2010

One of the largest projects the business is currently undertaking involves manufacturing the multi-span, ladder deck, Contact Energy Bridge for the East Taupo Arterial project. Eastbridge has been commissioned to fabricate a lattice plate 440 metre bridge with a 28-30m span between piles. The bridge, destined to span the Wairaki geothermal field, will be the largest ladder deck bridge in New Zealand. The company has also built enduring relationships with major New Zealand clients. “We have the strongest track record by far,”

As a specialist in Rapid Deployment Bridging (RDB), Eastbridge also manufactures rapid assembly, pinned joint, truss systems which are developed for temporary or semi-permanent situations. RDB bridging is suitable for forestry and construction access, remote or secondary roading, civil defence requirements and for military bridges. Available in steel or timber deck options with a maximum component weight of 220 kilograms, van Heerden says the componentised nature of the RDB systems ensures flexibility, design efficiency, ease of transport and build ability for clients. “The beauty of these bridges is that they feature short length components and the driving surface and deck is generally short. “The attractive part of an RDB system is that they do not require fancy cranes or equipment to assemble them. Recipients of these bridges in countries like Papua New Guinea can just bring their diggers and trucks and transport the parts with those,” he explains. A New Zealand example of RDB bridging constructed by Eastbridge is situated in Otangeroa, Northland. The 27 metre RDB bridge has a single lane steel deck and was supplied to complete public road access to a zone with forestry industry requirements. Pinned joints and maximum item weights of 220 kilograms enabled for ease of assembly and self-launch installation via crane.

Getting on track With a staff base of 45 employees including floor staff and management, van Heerden says many employees have demonstrated a longterm commitment to the company. Offering staff consistent work and keeping the communication lines open is a strong company focus and by employing new apprentices, the business has a broad spectrum of skills on board. With the increasing automation of fabrication processes, Eastbridge recognises the importance of recruiting younger employees as they respond well to exciting and changing work types.

NZ Welder Repairs Ltd The team at NZ Welder Repairs Services Ltd, has enjoyed a mutually successful relationship with Eastbridge Ltd and are pleased to support them with their present and future welding requirements.

. Submerged Arc Welding Specialist's . Welder Repairs on site . The Lincoln Electric Co master service shop Unit 4/5 Portage Road, New Lynn, Auckland Ph. 09 826 1425 | Fax. 09 826 1427 www.nzwrs.com

Initiatives | Eastbridge

The Mercer-Longswamp off-ramp bridge south of Auckland where rusting is a desired result (left), and the multi-span ladder deck Contact Energy bridge, part of the East Taupo arterial project

Having a strong workforce in a competitive market is key, particularly when tendering in an unpredictable and fluctuating job market. Eastbridge has had a longstanding relationship with Ontrack, a government funded initiative tasked with the repair and maintenance of 4,000 kilometres of railway track, tunnels and bridges throughout New Zealand. Having held contracts with Ontrack, which owns and manages New Zealand’s rail network on behalf of the government, Eastbridge has been a professional vehicle for this maintenance. With only five percent of bridges in New Zealand being made from steel, van Heerden says he is evaluating and analysing developing trends overseas for an indication on how the industry here will potentially grow and change. He says a large percentage of bridges overseas are steel and this number is increasing, so the New Zealand industry can expect to see a change in trend also. “Steel-made bridges achieve greater span in length and are lighter which generally reduces foundation size and means they can be built more effficiently.” Sourcing its rolled sectioned steel from major international steelworks and plated steel from the New Zealand steel industry, van Heerden says one of the company’s primary concerns is helping the New Zealand fabrication section to continue growing. “Often clients are enticed by the cheaper options available overseas. But we want to offer clients

quality and in the end, it really costs the clients a lot more if they compromise quality for a lesser price.” While van Heerden acknowledges the local industry struggles against international competition, he believes it is temporary as other countries mature on the development front and prices eventually rise as a result of this. But despite any challenges, Eastbridge remains one the main fabricators in the New Zealand market. “The all-around quality, repeat business and company commitment to the production delivery schedule,” helps Eastbridge maintain its footing in the professional arena, van Heerden says. “We also have strong internal programmes that we work to and we pride ourselves on fulfilling the time period clients have outlined for a project. Internally, we work on lean programme techniques as well as lean production techniques to ensure this quality service.” Needless to say, in New Zealand and on the international stage, Eastbridge is bridging the future. Eastbridge Limited PO Box 577 Napier 4140 T (06) 835 7527 F (06) 835 0459 E avanheerden@eastbridge.co.nz www.eastbridge.co.nz — Advertising Feature

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Auckland Today | May/June 2010 | 53

Initiatives | Clear Harbour Alliance

Some of the award-winning Clear Harbour Alliance team, successful at cleaning up Auckland waterways

When you take four well managed business entities and integrate them to form an alliance, efficient workmanship is guaranteed. Particularly when the enterprises are Metrowater, GHD, Opus International Consultants and contractor, Downer EDi Works.

n o s u c o F

harbour health

In June 2007, these leading industrial companies formed Clear Harbour Alliance — a name that epitomises the nature of the Auckland project this business body was contracted to complete. By February 2010, it was mission complete and expectations exceeded.

Protecting the environment For more than two and a half years, Clear Harbour Alliance remained committed to its “a better harbour through better infrastructure” statement. Contracted by Metrowater and the Auckland City Council to complete a major upgrade of the drainage network in Kingsland and Eden Terrace areas, the alliance was tasked with separating some of Auckland’s remaining

300 kilometres of combined stormwater and wastewater drainage systems. This entailed installing more than 13,000 metres of public pipelines and 20,000 metres of private lines. This proposed upgrade for Auckland’s drainage infrastructure had also been developed to cope with forecast growth and to enable the removal of 30 locational points where wastewater pollution overflows in the region. The implementation of a new drainage system was to provide a remedy to the pollution problem affecting Auckland’s streams, beaches and harbours leading into the Waitemata Harbour.

PH WILLIAMS CONTRACTING Registered Drainlayers House cuts Footing Driveways Section clearing Service Location Service trenching Drilling

While Hough concedes there were minor teething issues in the preliminary stages, these were rectified within the first few months.

Dealing with more than 6000 customers in 1000 properties, the alliance fostered strong and open relationships with the residents and businesses who were temporarily affected by the upgrade.

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Call Paul: 021 798 238 Prhwilliams26@hotmail.com Proud to Support Clear Harbour Alliance 54 | Auckland Today | May/June 2010

everyone had a strong desire to make it work. It was because of this that we completed the project five months early.”

Clear Harbour Alliance was responsible for the separation of wastewater and stormwater and was to achieve this separation through the development of a new public pipe system. The installation of separate piping would also take place in domestic properties within the area, at no charge to residents. Metrowater acting chief executive Tim Hammond says the Clear Harbour Alliance project was a key to reducing the volume of polluted water from entering the harbour. “As the city grows, we need to consider the future capacity of water and wastewater services and ensure we provide services that balance environmental protection and economic sustainability. The alliance model enabled Metrowater to fast-track a wastewater capital programme to reduce sewerage overflows.” Aside from the independent skills of each division within the entity, it was the collaborative effort of the alliance as a collective, that ensured the project was a success. Clear Harbour Alliance project manager Bernard Hough was responsible for co-ordinating and managing the experienced and highly capable staff working on the project. His job was to understand the strengths of those participating in the project and also identify areas where team members needed extra help and guidance. “I had to give help when it was needed, but also allow them to help each other,” he says. “The professional relationship between the contractors and consultants was a pretty powerful delivery method. In addition, the strong relationships forged with specialist alliance partners JB Contractors and March Cato achieved outstanding results. Very strong bonds were developed between alliance members and

Hough says a lot of “planning, dedication, management and communication was involved. The importance of that communication cannot be overemphasised.” Originally the project was a three-year capital works project, but not only was the project completed five months earlier than anticipated, the team delivered nine percent more work than the original scope, at a cost below budget. “We also had a very good safety and environmental record and there was a high standard of workmanship and quality to everything we did.” The alliance’s open communication and accommodation of the public also won high appreciation. More than 150 written compliments were offered by residents and businesses from the work area, testament to the success of the project. In addition, the alliance won three national awards and was highly commended in an international competition. “It needs to be said, that it was such a fantastic project to work on and it enabled many to improve their skills, which they can carry through to other projects,” Hough enthuses. “Team motivation was excellent and there was open and honest dialogue. With weekly site meetings as well as team building afternoons where we updated staff and had a barbecue and team games — it was a really nice way to work. Of the more than 300 employees involved with the project, everyone learned something to carry forward into their working lives.” Clear Harbour Alliance PO Box 52194 Kingsland, Auckland 1352 T (09) 624 4993 E bernard.hough@clearharbour.co.nz www.clearharbour.co.nz — Advertising Feature

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