Wellington Today 83

Issue 83 | August/september 2013

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Life in pictures Eight years ago Tom Greally took the helm of Weta Digital and began an unexpected journey of his own

The comeback kid

Brainstorming

Nick Smith emerges from the political wilderness with sights set firmly on the future

Cool advice

A word of advice New GrabOne boss Vaughan Magnusson on taking the reins

Making the most of think tank sessions Icehouse start-up director Ken Erskine talks SME success

Pinned it Ten ways to use Pinterest to promote your business

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News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1524

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Issue 83 August/September 2013

Issue 83 | August/september 2013

www.wellingtontoday.co.nz

Life in pictures Eight years ago Tom Greally took the helm of Weta Digital and began an unexpected journey of his own

The comeback kid

Brainstorming

Nick Smith emerges from the political wilderness with sights set firmly on the future

Cool advice

A word of advice New GrabOne boss Vaughan Magnusson on taking the reins

Contents Viewpoints

Features

In Business

6 | PR

11 | Asked and answered

Communications expert Lynda Harris on making your brand easier on the ears

Real life operational boggles solved for you

30 | Property and Construction

Making the most of think tank sessions Icehouse start-up director Ken Erskine talks SME success

Pinned it Ten ways to use Pinterest to promote your business

RR nds Thousa worth rs of dolla Rewards er of Read is issue! in th tails ge 4 for

See pa

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News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1173-1524

Wellington Today

Issue 83

7,354

6 | HR Recruitment guru David Law on an employment market in the middle of a shake up

7 | Training

ABC circulation as at 31/12/12

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in this issue…

Employment trainer Tony Naidu on what it takes to develop leaders

7 | Sales

12 | Cover story Eight years ago, Tom Greally stepped into the general manager’s role at Weta Digital, marking the beginning of a period of diversification and growth for the company The Hobbit™ & © 2012 Warner Bros.

Entertainment Inc. All rights reserved.

Image provided courtesy of Weta Digital.

12

8 | Tactics

Gary Collins

Accountable Business Progress boss, Colin Clapp says there is no box to think outside of

OPERATIONS MANAGER Di Barclay

ADMINISTRATION Kylie Moore ADMIN MANAGER Kelly Allen Jade Haylett Cindy Breward Penny Duns

SALES & ADVERTISING Jane Watson SALES EXECUTIVES Grant Williams Melissa Sinclair Kayte Holden Daryl Noel Kent Caddick Rob Cochrane Peter Black Sarah Bately Clive Greenwood Evaon Watkins

14 | Brainstorming Making the most of think tank sessions

16 | The personality profiles of top salespeople

Catherine Muir from Malley & Co Lawyers discusses how trusts can support and protect your business

There’s more to being a best seller than having the gift of the gab

Business consultant Kevin Vincent says effective delegation is a win-win situation

9 | Politics

48 | Transport and Motoring

22 | Cool advice

10 | Online

24 | The comeback kid

Jonathon Taylor EDITOR Melinda Collins CHIEF REPORTER Davina Richards JOURNALISTS Marie Sherry

My Office director Steve Lowery tells how the cloud can simplify and enhance your operation

Nick Smith emerges from the political wilderness with his sights set firmly on the future

Phone: Fax: Email:

10 | Events diary

26 | Digital networking

Find out what’s on near you

As the spotlight on social media starts to set, it’s time to take a tactical approach to online networking

Phone: Fax: Email:

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Ten ways to use Pinterest to promote your business ONLINE

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ISSN 1173-1524 (Print) | ISSN 2230-634X (Online)

44 | Hospitality

New GrabOne boss Vaughan Magnusson on taking the reins

NEWSROOM

Caroline Duke Carolynne Brown Jenna Day Janelle Pike Sarah Betman Jarred Shakespeare Ian Knott

Tasty times as Bluebird Foods celebrates 60 years of yum, signs of the times delivered courtesy of Fine Signs and the Museum of Wellington City and Sea steps inside the world’s top 50

18 | A word of advice

Icehouse start-up director Ken Erskine talks about the organisation’s motivation and SME success stories

PRODUCTION

37 | Business Development

Drexels Wellington delivers an authentic downtown diner, the Ortega Fish Shack and Bar offers far more than fish and chips and step inside the newly created world of Iberia

Labour Party leader David Shearer addresses the rising price of power

03 961 5050 0800 555 054 editor@academy.net.nz

It may be a cliché but it is indisputable cashflow is the lifeblood of any business – so here are Deloitte’s top tips to keep on top of cashflow

38 | Focus

8 | Legal

9 | Management

34 | Finance

How Spire Branding can help your organisation stand out in the online crowd

Sales specialist Richard Gee on getting over the call reluctance hurdle

MANAGING DIRECTOR

The costly business of falls from height, the Masterton District Council’s Homebush treatment plant and step inside the workings of Able Mason Concrete

Everything from gadgets and gizmos to hat stands and baubles

Diesel and Turbo Wellington can keep you running all cylinders, from A to B with complete ease thanks to Wellington Combined Taxis, and the award winning Gazley dealership revamps its form to match its function

54 | At a Glance Business functions made easy by Meetings on The Terrace and doing yourself a favour via Heavenly Herbs

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Viewpoints | PR/HR

Local or imported talent Listen to your brand do you like what you hear? what is your position?

Communications expert Lynda Harris helps businesses improve their bottom line with clear, customer centred writing. Visit www.write.co.nz

Your brand ‘talks’ to your customers all the time, but how does it sound? Your logo, stationery and signs are only part of your brand story. Equally powerful in building a positive image of your business is the way you sound when you talk to your customers.

Most businesses try hard to have positive conversations in person, but many overlook the ‘sound’ of their writing.

How much business is lost because of poor communication? It’s actually a surprising amount, so here’s how you can make a real difference to the way your brand sounds to your customers.

Jump into your customers’ shoes and listen 1.

Check what your customers hear by doing a quick five-step audit of the documents your customers see most often.

2. Jot down your brand values – the words you’d want your customers to use to describe your business (for example, trustworthy, innovative, customerfocused and responsive).

of customer focused?

Terms and conditions - do they sound cold, legalistic and distant? Instructions - do they sound muddled or patronising? Emails - do they sound too familiar and unprofessional, or too blunt and unconcerned? Letters - do they sound stuffy and bureaucratic, or like an impersonal form letter?

David Law is director of David Law & Associates (NZ) Ltd specialising in general HR management, employment relations and recruitment.

Visit www.davidlaw.co.nz

Has the New Zealand economic climate changed everything? Are you receiving more job applications from local candidates than you did say two to three years ago? Are they the quality applicants that you’ve been searching for, or are they what you’ve been receiving in the past?

If you like the way you sound, congratulations!

If not, it’s time to re-write those documents in plain English, paying particular attention to tone. Aim to match your brand values and to Recruiters are seeing wholesale changes in sound friendly, sincere and professional. the job market around the world and within Use these quick writing tips to connect New Zealand. with your customers New Zealand gained 4,300 migrants in the Always use your customer’s name year to October 2012, 3,200 fewer than in the impersonal writing will never help your brand previous 12 months. Statistics NZ figures show 47,800 Kiwis crossed the Tasman to live in the 1. Make your purpose clear - say ‘I am year to October. In the same period 13,200 writing to tell you/ ask you / follow moved from Australia to here. up on’ 2. Use informative headings - good headings tell the story at a glance and save your customer time 3. Write mostly short sentences - try for an average of 15 to 20 words. Long sentences make eyes glaze over 4. Use clear familiar language - get rid of words you wouldn’t use in a real conversation. Would you use ‘aforesaid’, ‘in accordance with’, or ‘undersigned’ in person?

3. Pick at least five pieces of writing that your customers see regularly.

5. Pay attention to tone - your writing should connect with your customer and 4. Put yourself in your customers’ shoes and reflect the best of your brand read the documents quickly.

6. Proofread - spelling, grammar and 5. Listen to the tone of voice and make punctuation errors can kill your some notes. customers’ confidence and make your brand sound unprofessional and 6. Ask yourself if this document matches untrustworthy. your brand and do you like the way you sound on paper.

Plenty of businesses are catching on to the Make sure your documents reflect idea of ‘brand voice’ and some are going as your brand far as making reader-friendly plain English their point of difference.

Even the most common business documents can work against your brand if you’re not If you’d like to get an external check on how careful. For example: reader-friendly your brand voice is, contact Invoices - do they sound curt and demanding? WriteMark and ask about New Zealand’s plain Proposals - do they sound self-serving instead English quality mark.

6 | August/September 2013 www.wellingtontoday.co.nz

Approximately two thirds were New Zealanders returning home. Compared to December 1979, NZ lost 333,400 more residents to Australia than it gained. Most of the population growth since then occurred above the age of 40, while most migration occurred below that age.

forced to reduce their level of overheads. One method has been to employ candidates who are resident in, or have a legal right to work in New Zealand.

From personal observation, by doing this, it is not solving the talent retention problem but just moving the talent from one organisation to another. “Robbing Peter to pay Paul” as the saying goes.

This not only creates a hard to fill vacancy for one employer, but is also a cause for inflating salaries. As people change jobs it inevitably results in a salary increase, hence creating a salary spiral.

This is also weighted by the desire of many Kiwi employers to hire only those with ‘relevant NZ work experience,’ a commonly used phrase when choosing not to employ foreign labour. If this is essential criteria for the role then recruiting New Zealand residents makes logical sense, but it should not outweigh other core competencies when employing the best person for the job.

After all, isn’t this the desired outcome, or are you settling for second best?

Net migration loss of New Zealanders overseas, in particular to Australia, is increasing. New Zealand employers looking to the future should be mindful of this trend and the government taking a degree of responsibility by proactively reviewing possible tax relief or other employment related incentives.

Through the consensus forecasts (from 11 organisations) published by the NZIER in March 2012 it suggested a degree of relative health in the economy moving forward in a positive manner on a number of key economic indicators. None of the forecasts suggested anything other than our economic management being competent, but constrained by the health of our export markets.

Incentives include reducing or removing fringe benefit tax and introducing more creative tax incentives, including reviewing the level of student loan interest rates. The government cannot continue expecting NZ employers (especially SMEs) to absorb additional employment costs and create jobs.

Take time to reflect on NZ’s strengthening position internationally and the impact this has on current and future employment in your business, then review your retention and recruitment processes? Consider a greater emphasis be placed on retention, and less on recruitment.

Migration loss costs the country as a whole, not only financially, but with the stream of exiting professional talent that the country simply cannot afford to lose.

However, should you need to recruit, always do so with a quality candidate in mind. Do not ignore your current high performers, as they are your best investment and. Do not dismiss overseas talent as a preferred option.

Qualified, skilled international talent is rapidly drying up combined with our own migration loss. We have employers facing ongoing increases and reduced cash flow who are

Better retention policies and sound recruitment strategies will reduce costs and will increase profits.

Viewpoints | Training/Sales

Developing great leaders through experience

Overcoming call reluctance

Tony Naidu is the founder and president of Biz-LX, delivering online learning experiences across the business curriculum for both academic and corporate use. Visit www.biz-lx.com

“For the things we have to learn before we can do them, we learn by doing them.” - Aristotle Aristotle’s quote is a contradiction that holds an undeniable truth. To me the emphasis of the first part of the quote, “For the things we have to learn before we can do them,” is to set the scene of a situation where the stakes are at their highest, where we can’t afford to fail.

In a business context this could be a critical negotiation to ensure the survival of your company.

Then comes what appears to be a contradiction, “we learn by doing them.” In other words, we learn by experience, we learn by experimenting and sometimes we learn by failing.

So how do we get this unique opportunity to “learn before we do”? How do we get experience - especially when the stakes are so high?

Think about your own company - would you be comfortable throwing an inexperienced potential leader into a situation where your company couldn’t afford failure? In the real world, where you fight for survival, it is hard to find these learning opportunities.

At Auckland University, completing my undergraduate business degree, I first experienced an online business simulation.

The engagement this experience created was different to any other learning I had experienced at school or university before.

This virtual experience allowed students to make business decisions with “real” simulated consequences. Seeing for myself how this could impact students, I joined the New Zealand startup company that had developed the simulation.

For far too long the Socratic learning method had remained virtually unchallenged. This method is where the teacher presents material to the student and the student goes through a largely intellectual activity of absorbing the material.

Simulations, or games, give current and future leaders an opportunity to experience decision making in a virtual environment, where they can learn and develop confidence without damaging consequences.

Although simulations were first developed for business in the 1950s, it wasn’t until the late 1990s, when the internet became widespread and simulations became web based, that business simulations really flourished.

By using simulations they have an opportunity to face real life situations, sink their teeth into the analysis, and then see the results of their decisions.

Leaders develop through experience. Lectures alone do not give leaders the insight they need to have when faced with uncertainty.

Participation in simulated situations, where there is no obvious “right” answer and where there are consequences for their decisions, both in economic terms and from stakeholders, gives leaders an opportunity to reflect on the experience.

Through this process of experience and reflection, comes real learning.

Simulations can’t replicate every situation, but they do offer the ability to develop the leadership tool kit required for facing real life uncertainty.

The world needs us to give future leaders a chance to learn through necessary and at times tough lessons. These lessons need to take place in a safe environment, before they are sitting across a boardroom table, trying to negotiate a deal that their company’s future depends on.

Richard Gee is an author, international speaker and trainer of sales people. His websites www.geewiz.co.nz, www.geewiztv.com and www.successful.co.nz contain examples and free strategies for sales marketing and business development

Every sales manager dreads sales people who will not go visit customers or are reluctant via a host of excuses of trying to sell.

Telephone or email focus This is time wasting and non productive.

You hired for face to face selling skills - not actions that get there by phone calls for appointments and emails.

They use excuses such as “It’s quicker to send Check the call guide or language being used emails” and “I have phoned, but he has not on the phone and the structure of the email returned my calls”, or “There is no time left - especially the ending offer of action to today to drive out there and call”. follow up.

You can add to these “I can’t get Set the standard that emails and phone calls appointments” and “I am waiting for do not count as activities to measure - only his decision”. face to face calls count and if emails and These are all symptoms of an exercise known phone calls are being counted, then change as ‘call reluctance’ where the salesperson is needs to occur. scared to call and sell because of lack of skill or likely refusal to buy.

Lack of quote follow up It is serious but can be fixed...

Set a standard that all quotes must follow a template.

Personality This template includes a customer brief, your Examine the salesperson’s personality and offer, your benefits and the investment. check if it is outgoing and likes to meet There must also be a set follow up time and people or is timid and admin focussed. date to contact the customer. Then check By going on sales calls with the salesperson every day for two weeks, then drive the response to follow up quotes every day at a you can help overcome this trait, or decide set time. to change roles or help find a new career if the personality does not like meeting new Sales planning people. The actual cause of this issue was that it was, in fact, a hiring mistake.

Encourage use of AIDA or SPEND as structures that drive a decision and Skills issue spend time with your rep face to face selling, to observe the use of a structured By travelling alongside your rep in calls you can observe the skills used. Look for listening conversation plan. technique, questioning technique and their If these basic skills are not present, you need ability to overcome objections. If any of these to send the rep to training to build these are observed - start training them. Either skills as your business depends on it. do it yourself or put them on a seminar / workshop to add skills. Knowledge will bring Call reluctance might seem like a massive hurdle, but it can be easily overcome with the confidence back and help make a good sales rep. the above strategies.

Richard P Gee • Seminars • Coaching

• Conference speaking • Mentor

• Sales & Marketing Consulting

Business problem solver, Decision maker, Sales Motivator, International Guru!

30 years experience, Enthusiastic, Energetic, Exciting messages that change attitudes!

www.geewiz.co.nz | www.geewiztv.com | Ph. 0800GEEWIZ Or M.0274 720 410

www.wellingtontoday.co.nz August/September 2013 | 7

Viewpoints | Tactics/Legal

There is no box to think outside of

How trusts support and protect your business Catherine Muir is a partner at Malley & Co Lawyers, specialising in trusts, commercial, property and relationship property law.

Visit www.malley.co.nz.

Colin Clapp is the ‘chief thinking officer’ at Accountable Business Progress. His team helps to turn good businesses into great companies. Visit www.accountable.co.nz

The traditional attitude towards business is to ‘think outside the box’ – to brainstorm without constraint in the hopes that you will find a new way of doing things. However, there really isn’t a box to think outside of.

That’s right! There is no box. And even if there was one, every person and company’s box is different. All our thinking is shaped by our beliefs, preconceptions, values and knowledge – which is different for every individual and business. In other words, we’ll always be thinking differently.

You might be attempting to look outside the box for new ideas, creativity or innovative approaches to your business problems, but what is wrong inside the box? You don’t need to think outside the box, but harness the creativity within it.

As we all think so differently, it is more efficient to focus on what we already know and the ideas we cultivate from this. By ensuring a systematic process is applied to turning great ideas into actions, your business and team can constantly grow and learn from the collective ideas and actions. Ultimately, everybody’s minds (boxes) will grow bigger.

In Tactics; The Art and Science of Success, the man who first termed ‘lateral thinking’, Edward de Bono, talked to 50 men and women who have been outstandingly successful in their fields. Among a variety of styles, he summarised that “creativity and the ability to see things differently and to think new thoughts” were a common trait that applied to many of these people.

Without new thoughts and ideas you wouldn’t be surrounded by any physical object or service you are currently using. Everything you can see and touch started as an idea in someone’s head. Invariably someone saw a problem, got an idea how to solve it, and now you and I pay for the solution.

The difference between those ideas and the ones you may still be carrying around in your head is that they were acted upon. Ideas are

everywhere and your's (or your employee's) could be as valuable as the next person's – if you act on it. What potential goldmine is buried in your business?

Here are a few proven tips to help you breathe some life into your ideas with some thanks going to David Schwartz and his book The Magic of Thinking Big. Don’t let ideas escape Ideas die very quickly if they are not committed to paper. Your memory is a weak slave when it comes to preserving and nurturing brand new ideas. So first things first, capture your ideas on paper (or some suitable app) and file them for safekeeping.

It’s also important to ensure these ideas are kept at the forefront of your mind. If you let a great idea sit at the back of your draw you may be reaching out for it when it’s too late. People come up with great ideas every day – you want to be the individual that did something with those ideas, rather than forgetting about them.

Fertilise your ideas

The business environment in New Zealand has become progressively tougher. Changes in legislation governing health and safety in workplaces mean more onerous duties and obligations are placed on directors of companies.

Add in cash flow risk, increased IRD activity in the area of tax compliance and an increase in claims for defective workmanship in the building industry and this covers just some of the factors increasing the risk faced by business owners today.

How a trust can help Many business owners are turning to trusts as a way of protecting their personal and business assets from business risk. If business and personal assets are in a trust, it is less likely they can be accessed by a claimant. The level of protection gained will depend on how well the ownership of the assets has been structured, how well the trust deed has been drafted and how well the trust is administered.

Research the field. Read up as much as you can. Talk to people. Cultivate your ideas into something bigger. The collective creativity and knowledge of your team and business can help develop an idea from something good, to something great.

The importance of the trust deed and trust administration

Get into action

• The objectives of the person establishing the trust

People often bury ideas because they are afraid to act on them. There is no point waiting until conditions are perfect before you act. Take action with the knowledge that there will always be future obstacles and difficulties and you can meet these problems as they arise. Thinking in terms of now gets things accomplished, whilst thinking in terms of someday or sometime usually means failure.

It’s time to stop looking outside the box. That was just a phrase dreamed up by someone that stuck. Your box will never expand to the place you’re thinking outside of until you learn to thrive within it

8 | August/September 2013 www.wellingtontoday.co.nz

Not all trust deeds are created equal. The drafting of a trust deed is not a “fill in the gaps” exercise. Every trust deed should be specifically drafted to provide for:

• An appropriate class of people intended to benefit from the trust assets • The risks that the person establishing the trust is seeking to protect against • The type of assets that will be in the trust.

Many trust deeds leave too much control with the person who established the trust.

This makes the trust more vulnerable to third party claims. Care needs to be taken to avoid this. The class of beneficiaries of the trust (the people who can benefit from the trust capital and income) should not be too broad. This reduces the risk of trust claims by beneficiaries and claims by former spouses of family members if the marriage of a family

member ends.

The trust deed should give the trustees power to retain assets transferred to the trust that are not authorised trustee investments and release the trustees from their obligation to diversify investments.

Good trust administration is equally important. There should be an independent trustee and that trustee should play an active part in decision making. Trustee decisions should be recorded in written resolutions.

Meetings should occur regularly to consider the assets in the trust, how the income and capital of the trust should be applied and the circumstances of the beneficiaries.

Poorly drafted trust deeds and poorly administered trusts are giving rise to successful claims against trusts and trustees by relationship property and other claimants.

What to look for in your trust deed • The trust should have at least one independent trustee • The power to appoint and remove trustees should be held by someone independent of the trust • The class of beneficiaries of the trust should generally be narrow, but the trustees should be able to add more beneficiaries later if required • The trust deed should have two classes of beneficiaries, discretionary beneficiaries and final beneficiaries • The beneficiaries should be able to benefit from trust assets in a number of different ways so that income or capital can be applied in a way that is best for that person • The trustees should have power to hold assets that fall outside trustee investment duties under the Trustee Act • The trustees should have power to vary the provisions of the trust deed.

Importance of specialist advice Trust law is a complex and rapidly changing area of law. If you are considering establishing a trust, seek advice from a specialist trust lawyer to ensure your asset structuring and any trust you set up gives you the best possible protection.

Viewpoints | Management/Politics

Addressing the price of power

Effective delegation it's a win-win Kevin Vincent is a director of business improvement consultants Vincent and Nugent Limited Visit www.vincentnugent.co.nz

Wikipedia states that “Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. However, the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organisational level to a lower one.

“Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills and motivate people. Poor delegation, on the other hand, might cause frustration and confusion to all the involved parties.”

If done correctly delegation is a win-win process. The person delegating wins, the delegate wins and the result will also be a win. Delegation is a skill we all should learn and embrace.

With good delegation understanding we can choose to delegate a task so that you will free up time to perform other tasks. We can also assist other people to become familiar with various tasks.

Effective delegation can make your team stronger, more resilient, more focused, motivated and promote improved communication and transparency.

Benefits of effective delegation include having more time and energy to focus on other perhaps more important tasks, you will reduce time spent worrying on prioritising

your time, you will encourage colleagues to grow their competencies thereby making them more confident in their contributions and sense of value, you will create a “team” environment, you demonstrate professionalism and effectiveness and build a culture of trust and collaboration.

And there is of course a downside if not done correctly. You will create negative morale, an untrusting environment and bad feelings.

If the delegation is not for the benefit of the delegate or the company, then it is probable that it is simply passing off work that should have been completed by the delegator.

Don’t be the person who delegates all the stuff you don’t choose to do. This is purely and simply laziness.

Delegate the interesting bits where the delegate can learn and grow and when they do achieve the task make sure you praise them give them the credit they deserve.

Effective delegation is about obtaining positive outcomes and not dumping.

Be encouraged to consider more delegation.

It will help your business by building up others skills and knowledge to complete various tasks.

Choose people you know would appreciate the opportunities, who want to grow and trust them to do the task. Ensure they are well briefed – that they know the expected outcomes and have review sessions with them.

Learning to delegate is a skill which is critically important to developing and maintaining strong companies. Like many other management skills, delegating is a process which involves setting goals, careful planning, and follow-up.

Delegating means sharing the workload, but it also means sharing the fun and satisfaction that come from accomplishing something.

David Shearer is the MP for Mt Albert and leader of the Labour Party

I’ve been travelling a lot lately and business people around the country have been telling me that despite working harder than ever, the high costs of doing business mean the rewards just aren’t coming.

There are many reasons for this. One I’m committed to tackling is market failure in power prices. Since 1999 power prices have risen well beyond the rate of inflation - last year it was five times faster.

Independent economists BERL estimate the lower power prices will boost New Zealand’s economic growth by $450 million and create over 5,000 jobs.

The policy will cost the Crown between $60 to $90 million dollars; a drop in the bucket when you consider that 1.7 million Kiwi households will benefit by over half a billion dollars a year that they will spend in our economy.

We’ll cover the cost within the current budgeted allocations for new spending and stay on track to reach surplus by 2014/15 that’s important to us.

That’s not right when electricity demand has been flat. In contrast, many of our major competitor countries have seen declining electricity prices with reduced demand.

There are many countries around the world that have a similar system - many of them like South Korea and Brazil have some of the fastest growing economies. It’s proven.

That holds New Zealand businesses and industry back and makes it hard for us to compete.

I fully support free markets, but when they stiff consumers and hold back our growth, it’s not acceptable. Just doing nothing, sitting on our hands, watching power prices rise and refusing to accept the market has failed is not an option.

Labour is not prepared to sit back while power companies cream super-profits at the expense of households, businesses and the economy.

My philosophy is that we need to make it as easy as possible for our innovators and businesspeople.

That’s why the next Labour Government will create a new agency called NZ Power to act as a single buyer of wholesale electricity.

NZ Power will act a bit like Pharmac. It will ensure a fair pricing system so electricity companies get a fair return on their investment but will pass on the savings to consumers.

Prices will fall for the average family by more than 10 percent.

Businesses and industry will have their power costs lowered by 5-7 percent, allowing them to expand, hire, and export more.

Our policy is bold, but I have been overwhelmed by the support it’s received.

And the future for power prices looks grim.

With the asset sales plan going ahead, electricity prices are likely to increase further when overseas and corporate investors push for higher returns on their investments.

This policy shows that it is possible to give a lift to people and the economy while balancing the budget. Labour balanced its budget nine times out of nine. When the National Government took over, the books were in surplus. Since then every year, the Government has been in deficit.

Our NZ Power policy will bring down your power bill, stimulate the economy and create the jobs we need.

We will be the smart, active, hands-on government that meets you halfway. We’ve got a suite of forward thinking policies to help businesses grow, hire, export, and develop an international reputation as a country of smart operators.

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Viewpoints | Online

News | Events Diary

Getting your head in the cloud Steve Lowery is the director of myOffice – specialists in construction sector business support, focussing on accounts and business systems.

Visit www.myoffice.co.nz

Working in the cloud creates a certain magic and simplicity in your business. It gives you instant, anywhere and real time information that allows you to get on with the ‘money making’.

Putting your accounts in the cloud is the exact opposite of walking around with your head in the clouds. Already more than 135,000 businesses are actively using Xero and more than 150 software companies are linking their software applications to Xero. What this means is you have the ability to use Xero to manage pretty much any part of your business.

And by moving many of your business systems into the cloud, the sky is the limit.

You have instant access to everything happening in your company, from any device, anytime, anywhere in the world.

Xero, the world’s easiest accounting software, is in a league of its own when it comes to saving time and giving you instant snap shot of your financials.

You only pay for what you need and there are companies like us that will get you set up, manage the running of and support your accountant in ensuring Xero is adding value to everything you do. Then as your business grows and changes – you can add in additional services to increase your productivity.

So what is cloud computing? Many have asked the following question – it’s just the internet isn’t it? No. You make use of the internet to connect your device (that could be your computer, tablet, phone or laptop) to the cloud. Simply put – the internet is simply the connection to where your data is stored.

Like many others starting to consider the cloud as a viable business option, you want to know if your information is safe. Yes it is. In fact, it’s safer than on your computer at your office. Your computer can be stolen, damaged or corrupted quite easily, in the cloud it is hosted (looked after) by companies that spend millions on systems and experts to protect your data - just like all your banking data you access online.

What the cloud can do for you Remote access on any device Going ‘to the cloud’ gives you mobility.

Anywhere, anytime, on any device… it’s available everywhere and to other members of your team.

Access to real time info Make decisions fast when you are out in the field, away from the office or on a job, knowing you have the right information.

Regular financial reporting helps you to prepare for the future, whether it is increased stock levels, declining sales trends, increasing costs, or tax planning.

Banking and billing with ease In Xero you create and then send your invoices to your customers – it’s all tracked and you will always know who has and hasn’t paid and what is owed.

Better still, when you spend money, your bank statements feed directly into Xero, eliminating the need for manual input which results in a massive time savings.

Delegating work Information can be shared between multiple users and computers and all viewed at the same time, so with everything in one place, delegating and tracking information is simple and seamless.

Wide range of solutions There are 150-odd companies that plug into Xero, meaning there is nothing you do that will not work seamlessly as you grow, expand and introduce new systems. There are online payroll systems, automatic data entry and job-management programs that can effortlessly track and process quotes, jobs, stock, back cost and so much more – feeding information straight into your Xero. Magic!

Your data is always safe If the worst happens – your information is always safe. After a disaster and as we saw in Christchurch, you don’t have to wait to get access back to a building or dig a server out of the rubble – hook into the internet and you won’t have lost any of your account information.

Online cloud technology can save you and your business hundreds of hours resulting in massive productivity improvements!

EVENTS DIARY What’s happening on the business and entertainment front

TUESDAY, JULY 30

WEDNESDAY, AUGUST 7

Get a Competitive Edge with an Advisory Board This three hour workshop looks at how advisory boards can give your business a boost. Discover what an advisory board is and how it differs from a board of directors, the benefits of an advisory board for your business and how to create an advisory board and select your board members.

Engaging the Disengaged This half day course at the Willeston Conference Centre provides basic understanding of what employee engagement is and therefore how to improve it. It discusses why engagement is important, not only to the bottom line, but also to the top line and gives a wider range of information on how to get the most out of employees and develop them at the same time.

To find out more, visit: www. growwellington.co.nz/page/events

WEDNESDAY, JULY 31 Stand Up for Youth Y for YOUTH is hosting its Stand Up for YOUTH event in Wellington where guests can meet and mingle with one of New Zealand’s best known musicians, Tiki Taane.

THURSDAY, AUGUST 1 Report Writing In this workshop you’ll uncover the skills you need to write clear, effective reports.

But the workshop is not only about report writing—it’s about thinking and analysing.

You need to think clearly to write clearly.

The workshop is interactive, practical and fun. It will focus on what works and share our ideas and experience, using group feedback and sample documents as appropriate. It is designed for those who write long or complex reports, including management and board reports and letter reports.

To find out more, visit: www.training.write.co.nz/courses

To find out more, visit: www.businesscentral.org.nz

SATURDAY, AUGUST 10 - 11 Women’s Lifestyle Expo Almost 200 companies are involved featuring everything from jewellery and beauty, to business products and information, crafts, fitness, food and wine sampling and much more.

For more information, go to: www.expos.co.nz

THURSDAY, AUGUST 15 Writing Powerful Emails and Letters This half day workshop will give you great tips on writing letters and emails that reflect well on you and your organisation. Topics include writing to suit your purpose, plain English principles, appropriate language, content, tone and structure, modern business writing practice and formatting, and email writing dos and don’ts.

To find out more, visit: www.training.write.co.nz/courses

TUESDAY, AUGUST 6 Chamber Business Networking Forum

TUESDAY, AUGUST 27

The power of networking isn’t to be underestimated and these chamber forums are just the ticket. While open to all chamber members, these forums are especially valuable for new members who wish to meet other members in an informal setting. The Marketing Company will present on business networking, about how to get the most out of your networking opportunities.

Project Management The event covers the latest project management practice and theory, based on the Project Management Institute’s body of knowledge. An interactive approach will be used, including discussion and examples.

Understand the project environment and why compliance with project disciplines is important. Gain practical skills to effectively plan and manage projects.

For more information, go to: www.wecc.org.nz/events

For more information and to register, go to: www.nzica.com/events

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News | In Business

Kevin Vincent

Business consultant Kevin Vincent answers a couple of questions about workplace issues and how to deal with them.

Dear Kevin, I am a small business owner with one central office in a main city of New Zealand and I want to consider decentralisation as a way to improve performance and profitability.

What advice do you have for me as I consider this?

Decentralisation was quite fashionable in the late 70s and has remained on agendas ever since.

I believe the intent with any decentralisation is to separate a business into smaller units capable of becoming profit centres.

A move to this will require some careful analysis. The analysis should consider foresight planning, forward objectives, company strengths and weakness, chances and risks along with a full analysis of projected cashflow.

In a 2009 article The Economist sites decentralisation as “The process of distributing power away from the centres of an organisation”. In doing this you need to carefully reflect on how much power should be decentralised, how much empowerment you will to your colleagues you will employ in your decentralised operations.

Tom Peters said in the mid 1990s that, after watching organisations thrive and then shrivel, “To loosen the reins, to allow a thousand flowers to bloom and a hundred schools to contend, is the best way to sustain vigour in perilous times.”

Well planned and structured decentralisation will encourage innovation and entrepreneurship within your company and ultimately lead to improved profitability.

Dear Kevin, our company talks a lot about ethics, can you please advise how this relates to business?

behaviours that set an example to our colleagues and all those we relate in our work and in our communities.

For me, ethics are how we act to each other; being good, trustworthy, reliable, fair and empathetic.

Ethics in business and social responsibility are often linked as social responsibility and this is a significant aspect of the discipline of operating ethically.

I don’t know of any sets of rules on business ethics, but I am aware of how important they have become in our life.

Ethics are generally subjective and mostly about morality.

In his 2003 book Management – Tasks, Responsibilities and Practices, Peter Drucker said “The first responsibility of a professional was spelled out clearly, 2,500 years ago, in the Hippocratic oath of the Greek Physician: primum non nocere – ‘Above all, not knowingly to do harm’.”

I believe Drucker is saying clearly to us all that we have responsibilities to carefully reflect on our proposed actions, to contemplate our words and how we articulate those words and to ensure we personally uphold appropriate

I believe that just as health and safety is a responsibility for all staff members, so must be operating with ethics. It isn’t just the company owners, or the board of directors, or just the manager - it is every single individual who is responsible for our own actions.

For all stakeholders this means consideration must be given to how we interact with each other and embracing our rich diversity, not accepting credit for what may have been done by others, maintaining confidentiality and telling only the truth (my recipe for successful selling).

Finally being ethical at work or in your business is a continuum and must be part of our everyday lives. It is never OK for a business to be unethical.

Beware of goal setting blunders

By Stephen Lynch

When setting business goals, whether they’re numerical targets, or the achievement of key milestones in the execution of your chosen strategic projects, it is important to guard against the following common pitfalls.

Beware of “group think” People in the same team (sometimes even in an entire industry) can tend to all think alike. This is a trap to beware of when setting strategy and forecasting goals. Groups can tend to be over-confident, to take on greater risks and make ill-advised decisions vs. on individual thinking alone.

To counter this tendency, solicit a diverse range of opinions (even contrary opinions to your own) to help you think through the consequences of each option before making a decision. Be willing to change your mind when new information comes to light that suggests a different course of action.

Past performance does not equal future performance Just because something happened in the past, does not mean that it will continue to be so in the future. In a rapidly changing environment, mindless financial goal setting done on an annual basis, based on past trends, quickly becomes divorced from reality.

Build time for learning into new activities

To counter this, leaders must follow a disciplined strategic planning and execution framework, and review their strategy every quarter to ensure their KPI and strategic projects remain relevant in the changing competitive environment.

Eliminate fear

potential and you want them to remain fully engaged and motivated.

If you are asking your people to undertake something completely new, remember to factor in sufficient time to acquire the knowledge they will need to be able to successfully execute the project.

Team members should know that hitting their KPI targets and executing their strategic projects by the due dates will form part of their performance appraisal.

We tend to look for and place more weight on information and data that confirms our personal point of view and discount information that doesn’t.

However, you must guard against creating a climate where people fear that they will be punished if they come up short. If they feel this way, they tend to become ultraconservative and set deliberately low goals, or allow far more time than they need to complete their projects.

To counter this tendency, make the effort to obtain information from a broad range of sources – and make a decision based on a meta-analysis of all the data. Don’t just cherry pick the data that confirms your own point of view.

Neither should leaders bully their people into accepting overly aggressive goals - or due dates that are unrealistic, by making them feel inadequate if they don’t accept the challenge. Thus, it is a delicate balancing act.

You want your people to perform to their full

Guard against “confirmation bias”

Bank the learnings Effective companies follow a cadence of business execution, where they stop and evaluate their progress every 90 days. They ask everyone questions like; did we achieve our KPI goals this quarter? Did we execute our strategic projects effectively and achieve the milestones we set by the due date?

What did we learn this quarter? What will we start doing? What will we stop doing? What will we do better next quarter?

By following a disciplined debriefing process, you ‘bank the learnings’ and make your strategic planning and business execution more effective next quarter, and each and every quarter that you repeat this disciplined process.

Stephen Lynch is the chief operating officer of Global Operations at RESULTS.com.

Information kindly provided by RESULTS. com: www.results.com

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News | Cover Story

Life in pictures The Hobbit trilogy captures Bilbo Baggins’ journey from his comfortable hole in Bag End, Hobbiton through the sinister territory of the greater Middle earth. Baggins’ adventure might be pure fiction, but isn’t nearly a world away from that of its visual creator’s path through the battlegrounds of business.

News | Cover Story

Eight years ago, Tom Greally stepped into the general manager’s role at Weta Digital, marking the beginning of a period of diversification and growth for the company.

As Weta Digital celebrates its 20th anniversary of producing visual effects for large scale film productions, including Avatar, Rise of the Planet of the Apes and The Adventures of Tintin, Tom Greally talks to Melinda Collins about innovation, fostering creativity and telling tales.

“This three year project provided us with the opportunity to work with yet another world class director in James Cameron. We leveraged a substantial growth in crew scale and infrastructure on the back of the project which has in turn put us in a position to diversify our base of projects for the long term.”

“

Our aims are fairly straightforward; we secure interesting projects, we recruit the best talent, we deliver fantastic work and we celebrate in the success of that endeavour.

Film fan “I have always been an avid film fan without really knowing the intricacies involved in getting a film to the stage of a theatrical release,” Tom explains of his entrance into the dynamic industry.

“I have found the process of film making intriguing and the industry itself quite different from any other I have been involved with. I was particularly drawn to the absolute passion and dedication of the crew to make the impossible happen in order to meet deadlines and put the best work possible on the screen.

“Making sure that endeavour is sustainable from a business perspective is what keeps my interest in the industry.”

The industry has always been subject to immense change and Tom has played a key role in helping the company negotiate its way through the commercial realities of those changes. Before taking on the Weta role in 2005, he had held senior leadership positions for a global consulting company in New Zealand and Australia, specialising in business and technology strategy for a wide range of sectors.

“Having worked in a number of industries over a 20 year period there is, in some ways, a nice ‘simplicity’ about the visual effects industry.

“Our aims are fairly straightforward; we secure interesting projects, we recruit the best talent, we deliver fantastic work and we celebrate in the success of that endeavour.

“With growth comes risks as well as opportunities and therefore there is a temptation to complicate that picture of simplicity but for the most part we have managed to ensure that our creative and production teams can continue do what they do best – creating world class effects and imagery for the feature film market.

“My experience has taught me that change always involves compromise in order to be effective, that there must be respect for the individual and that patience is a virtue.”

Tom is extremely proud of all the company’s accomplishments, but one stands out the most. “The one for me that was a significant game changer was Avatar.

The Hobbit™ & © 2012 Warner Bros.

Entertainment Inc. All rights reserved.

Image provided courtesy of Weta Digital.

- TOM GREALLY

”

Telling tales Weta Digital’s work on Rise of the Planets of the Apes and The Adventures of Tintin never got the credit it deserved he says; both received Academy Award nominations but missed out on the Oscar. “It has always bugged me that the team did not achieve more recognition than they did with the Academy. The work was simply outstanding.”

So why has Weta Digital been such a success; is it simply a case of telling great stories on the big screen or is there more to it than that?

“Weta Digital acts as a production partner in making great stories a reality,” Tom explains.

“We are leaders in our industry because of the partnerships we develop, the innovation we bring to the table and the passion to deliver beyond expectations.”

Weta Digital is currently working with its founding partner Peter Jackson on The Hobbit series of films. The second film, The Hobbit: A Desolation of Smaug will be released on December 13, 2013, while the final film, The Hobbit: There and Back Again, will hit theatres on December 17, 2014.

“In parallel with the production of The Hobbit trilogy we will be working on the sequel to Rise of the Planet of the Apes. Following that we have an ambition to be involved in a return to the world of Pandora.”

The company has developed several proprietary software packages to achieve its

“

The idea is to remove the barriers that might appear to inhibit the exploration of the full ambit of their talents. That means making investments in technology and innovation so that they have the tools.

groundbreaking visual effects and Tom says innovation will continue to play an important role in the company.

“Innovation is absolutely critical for any player in the visual effects industry which is still relatively young. It provides the basis for our continued relevance. We are fortunate to have a culture of innovation that goes back to our earliest days and it will always be an area of significant investment for us.”

Talking talent Weta Digital has 1,100 crew contracted to support the work it is doing on The Hobbit and other upcoming projects. “While our crew numbers are subject to some variation depending on our project workload the trick is to maintain a consistent crew base over time. Interestingly over 70 percent of the crew here are New Zealand citizens or residents.”

Managing teams within the creative industries requires unique strategies. “When working in a creative industry it is important to ensure that you establish an environment and a culture that allows your people to express themselves and realise their creative abilities,” he says.

“The idea is to remove the barriers that might appear to inhibit the exploration of the full ambit of their talents. That means making investments in technology and innovation so that they have the tools, providing the support environment that means they do not get involved with an undue level of administration and of course securing the projects that continue to feed their creative ambitions.”

So does Weta Digital have a hard time attracting quality talent in this little corner of the South Pacific?

- TOM GREALLY

”

“Weta Digital is involved in a global industry and therefore is compelled to ensure that it contracts the best talent available on the world market. Our brand reputation, the films we work on and the working environment we provide to crew all contribute to us having little difficulty in attracting crew to our shores.

“Having said that, as we have grown in scale we have been very active in training and recruiting local talent for some time now and this will continue to be part of strategy into the future.

A born and bred Wellingtonian, Tom says he has always loved the boutique nature of the city – small enough to feel cosy and large and compact enough to offer a true city experience.

“It is the continued focus on the creation of jobs here that will ensure Wellington remains a vibrant city. Weta Digital enjoys its connection to the city on a number of fronts including its education partnership with Victoria University and our active support and sponsorship of the International Festival of the Arts.”

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www.wellingtontoday.co.nz August/September 2013 | 13

News | Ideas

Brainstorming

By Kevin Vincent

Wikipedia states “brainstorming” is a technique used to gather a large quantity of ideas geared towards solving a specific problem.

Highly efficient, simply structured brainstorming by staff is essential for floating good ideas, like cream, to the top. Listening to each others’ ideas fuels rapid development of innovative solutions as well as building team trust, awareness and motivation.

Brainstorming is one of the creativity tools that elicits answers when they cannot be easily identified or found. It is a group activity where your staff are led by a facilitator and if the facilitator does a good job, success and innovation are most likely to be achieved.

Brainstorming is a powerful tool used by teams and businesses around the world. Many business teachers and seminar leaders are teaching using brainstorming techniques.

The following are some activities that either trainers or teachers can use to help lead their participants in more productive brainstorming sessions.

It is a tool for generating ideas. It is an activity in which all members of a group (whether it be a work team, classroom, committee, etc.)

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contribute to a list of problems to be solved or • Later in the session, returning to the solutions to a problem. Brainstorming helps particular spots in the room where get a lot of ideas into discussion in a short ideas were written as they were discussed amount of time. Brainstorming may look will provide a ‘visual memory’ that unstructured, but to be effective, there should will help participants remember what be some ground rules. was discussed To deliver an effective brainstorming • Consider warm-up exercises before session, rather than running laissez-faire brainstorming, particularly if participants sessions on the one hand, or heavily scripted don’t know each other, haven’t meetings on the other, build the following brainstormed much, or are under a lot of ‘dos’ and ‘don’ts’ into an otherwise no-holdspressure. Simple ‘pass-it-on’ word games barred process. or a homework assignment to get handson experience with products related to the Brainstorming dos brainstorming topic, are two popular warmups. The quantity and perceived quality of • Start a brainstorming session with a short written question narrowly defining the ideas improves when participants do warmproblem to be worked on. In formulating ups first this question don’t assume too much about • Use plenty of ‘mind-mapping’ and how the problem is going to be solved diagrams, and don’t be afraid to act-out • On a large sign in the brainstorming or build crude mock-ups of what you are room post a rule prohibiting ‘critiquing talking about on the spot to make the and debating’ during brainstorming, or concepts more tangible and exciting a bell that can be rung when critiquing for participants begins. This allows a way to gently • In addition to the ideas themselves, remind participants to reward rather than brainstorming is valuable because discourage each others’ thinking everyone gets a chance to be heard and • Have only one conversation at a time. To acknowledged by the group. participate in a particular conversation, make a contribution by building on the Brainstorming don’ts ideas that others have set forth. After one conversation is finished, you can start a new • Don’t let the boss speak first topic or idea • Write out ideas and put a sequential number • Don’t insist that everyone take a turn next to each. Numbering helps participants • Don’t limit the discussion to the opinions of understand how productively their “experts” on any subject brainstorming is going, and helps people keep track when jumping back and forth • Don’t brainstorm only during off-site retreats between ideas effective brainstorming should become natural at work • The brainstorming session facilitators should sometimes encourage additional comments.

• Don’t outlaw silly ideas or penalise the This will focus the group on issues that are people who bring them up particularly interesting to the group and at other times they should suggest switching • Don’t try to write everything down. to a new idea, as energy and momentum Keep in mind that brainstorming is only the about particular issues ebbs and flows first third of a problem solving process. It • Cover as much of the walls of the room as generates the ideas. possible with writable surfaces like paper or It is now up to the participants and team whiteboards and have people write down leader to organise the ideas and determine major ideas. Ensure there is plenty of room what to do with each one. and wall space available

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Q: WHAT INTERNATIONAL AWARDS HAVE PRENZEL WON ?

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Prenzel has continued every year to be gold and silver awarded all around the world, including the superior taste judged by chefs at the International Taste & Quality Institute, Brussels in 2012.

Q: WHAT IS A PRENZEL PARTY? A: A Prenzel party is great fun! Invite a few

friends to taste and purchase world class liqueurs and magical flavours for the kitchen while being entertained. Hostesses receive great gifts for hosting, so if interested contact alice@prenzel.co.nz.

Q: DO PRENZEL NEED MORE STOCKISTS IN WELLINGTON ?

A: If you are interested in joining the Prenzel

family and stocking Prenzel in and around Wellington, then simply contact barbara@ prenzel.co.nz or call her on (03) 520 8215.

Q: CAN PRENZEL SUPPLY TAILORED PACKAGES FOR SPECIAL EVENTS? A: Prenzel also can create gift hampers for

corporate companies looking for something special for their clients and staff especially at Christmas time or at product launches and conferences.

So if you are interested in a Prenzel Corporate Hamper, please view the website www. prenzel.com, or email barbara@prenzel. co.nz or shelley@prenzel.co.nz.

News | Business Tips

The personality profiles of top salespeople

By Stephen Lynch

Curious

The evidence suggests that the personalities of truly great salespeople plays a critical role in determining their success.

Top salespeople have a hunger for knowledge and information. They learn as much as they can about their industry and their customers. They ask their customers difficult and uncomfortable questions in order peel back the layers and get to the heart of the matter. Top salespeople want to know as soon as possible if the customer is willing to buy their solution, and what they need to do to win their business.

Modest Surprisingly, the most successful salespeople do not conform to the fast talking, pushy salesperson stereotype. These egotistical salespeople tend to alienate far more customers than they win over. Rather than making themselves the rock star, the top salespeople positioned their colleagues in the company as being the rock stars, and use their colleagues to help them win the sale.

Conscientious Top salespeople take their responsibilities seriously. They can be relied on to keep their promises and follow up when they say they are going to. However, this does not mean that they run after the customer’s every demand. Instead, they take control of the relationship and lead the customer by the hand though the sales process.

Friendly, but not overly friendly Achievement-oriented Top salespeople are fixated on achieving their goals and measure their success by the sales numbers and how they compare to their peers. They figure out what they need to do to make sales, and they go out and get it done.

Courageous Top salespeople are not self-conscious. They do not get embarrassed easily. They are willing to risk rejection, and are even prepared to rankle customers in the sales

process. They aggressively believe in what they do and will boldly do what it takes to get the job done.

Thick skinned A high percentage of top salespeople come from sporting backgrounds where they are used to tough competition, dealing with disappointments, bouncing back from losses and experiencing the thrill of winning. If they get knocked down, they don’t stay down for long.

Very friendly salespeople can build good relationships with prospects, but often have difficulty asking for the sale. Top salespeople keep it professional and establish a position of authority and dominance where they are able offer good advice and recommendations to the customer, and the customer willingly acts on those recommendations.

Do your salespeople have what it takes?

Stephen Lynch is the chief operating officer of Global Operations at RESULTS.com.

Information kindly provided by RESULTS.com: www.results.com

How to make better decisions

By Stephen Lynch Consider both costs and benefits Our minds tend to consider either costs or benefits only. Taking both perspectives into account takes mental effort. Force yourself to list the pros and cons. One factor we often forget is the ‘opportunity cost.’ When we do one thing, we can’t be doing something else at the same time. It’s either or. When you watch TV the benefit is relaxation and enjoyment - but the cost is that you can’t use that same time to read a business book.

Justify yourself When we think someone will check up on us we make more mental effort, leading to better decision making. Imagine you have to justify your decision to someone else. Would you still make that decision?

Distance yourself from the issue Our brains are influenced by our current emotions, which can impair rationality.

Big decisions are better made after a night’s sleep. Step back and consider the likely chain of events. What are the future implications of this decision? Have you considered all the consequences?

Don’t believe the hype It’s easy to be persuaded by vivid stories and ignore scientific evidence. Our minds 16 | August/September 2013 www.wellingtontoday.co.nz

are naturally influenced by sensational information that is high on hype, but low on factual substance (e.g. as propagated by the media). Look carefully at the information source and sample size - are you being manipulated?

Make fewer decisions Peter Drucker said effective executives do not make many decisions - they concentrate on making a few important ones. Make the big strategic decisions, rather than try to solve lots of little problems. Do not make fast decisions. Make the right decisions that have the biggest impact.

What would Spock do?

Just reminding ourselves to think rationally helps us make better decisions.

Consciously trying to think rationally will also help activate all the other techniques described here.

Source: Professor Gary Marcus of New York University

Stephen Lynch is the chief operating officer of Global Operations at RESULTS.com.

Information kindly provided by RESULTS.com: www.results.com

News | Q&A

A word of advice

By Davina Richards

Say hello to the new face of GrabOne, CEO Vaughan Magnusson.

GrabOne founder Shane Bradley parted ways from his group buying website to follow another path of business - so in February Vaughan Magnusson graduated from CFO to CEO. A true leader listens and a true businessman evolves to constantly bring change. Vaughan does just that. He listens to his dedicated management team and the consumers to understand trends, develop initiatives and work towards goals to further improve the business.

Vaughan has an inspirational attitude; he is realistic, isn’t deterred by failure and believes in team participation - just some of the many driving forces behind any business success.

at GrabOne who can innovate and continue to take the business forward.

How much is the direction you want to take this company in determined by market forces and trends?

Markets and trends are dynamic and always changing, so it’s important for GrabOne to remain agile enough to change direction and tactics in keeping with the times. The key thing is to always listen to what your customers are telling you about your business and keep evolving to need their needs.

GrabOne is an example of a business that consumers didn’t know they even needed before we presented it to the market in 2010; we are now on track to sell $125 million worth of deals in 2013.

Are there any new developments in the pipeline?

He talks in his own words about gravitating the business towards continued success in a sustainable way, his personal experiences and offers his top tips of advice for SMEs.

Yes we are currently working on a new business opportunity which will complement our existing offerings really well and it will allow merchants to better manage their short term inventory.

You have been a key member of GrabOne since its launch, what will you be bringing to the table now you are chief executive of the company?

We intend to launch this around July so watch this space. Aside from that, we are constantly refining our model and improving on user experience through relevancy and personalisation of deals along with merchant value adds such as premium listings and data.

My philosophy is to take in views and ideas from across the company and get the whole team participating. It’s paramount to me and the business in the long term, that we foster the great entrepreneurial culture we have created at GrabOne and remain agile and adaptive. Moving fast and not being scared to try new things (and even fail sometimes) is the key to our continued success.

I need everyone at GrabOne to listen to what our customers, both members and merchants, are telling us about our business and find ways to deliver better value and outcomes to them. We also striving toward a business-wide focus on simplicity and quality in everything we do. Finally, working with the great management team we have in place to further grow the business in a profitable and sustainable way.

Where does Shane Bradley’s vision end and where does yours begin?

I believe there was always a shared vision for GrabOne so the transition of vision is more a shade of grey rather than being black or white. Shane is a gutsy entrepreneur who is passionate about creating businesses and then, as a business grows and matures, he tends to step back and let a skilled management team take over and run the business.

My central vision from here is to leverage off GrabOne’s core assets such as our merchant relationships (in their thousands), a 1.2 million strong membership database and our talented staff to develop new businesses and opportunities. We have plenty of talent

What aspirations do you have for the future of the company?

GrabOne is in a unique position to totally dominate the group buying market in New Zealand. I would like to see us with a 90 percent market share by year’s end.

We started this year at 75 percent and are currently at 80 percent so this goal is achievable.

“

We also have a very good handle on the DNA of the average SME operator, so we feel we have a good understanding of their needs.

We really try and take a partnership approach with our SME merchants to make sure we are delivering value.

- CEO, VAUGHAN MAGNUSSON

We also have a very good handle on the DNA of the average SME operator, so we feel we have a good understanding of their needs.

We really try and take a partnership approach with our SME merchants to make sure we are delivering value.

What advice would you offer to SMEs starting out in business?

• Prepare properly from the outset and get your head around the fact that it won’t be a walk in the park • Conduct research on the market place, customer needs, competitor strengths and weaknesses and gaps in the marketplace

I also want to ensure that we grow our revenues faster than our costs, as simple as that sounds. Building on the trust we have • Back your convictions, but talk to people and with our members and merchants is crucial for take advice onboard our future.

• Never underestimate the importance of GrabOne will be a marketing powerhouse cash flow for SMEs, opening up distribution to SMEs • Aim to trade profitability early on, via its digital channel that merchants in particularly if you have finite their own right simply cannot replicate. At capital resources its core GrabOne is an alternative means of advertising to traditional mediums, with the • Assess where the risks are and set about added bonus of being transparent, success mitigating wherever possible based and cash flow positive.

• Focus on quality and always play fair in your The redemption process also drives customers dealings (reciprocity is alive and well) in-store so there is plenty of opportunity for • Look to build partnerships with customers merchants to up-sell customers and extract and suppliers, good business operates on real value. trust and confidence • You’ve got to hustle to make headway.

Do you have much to do with the SME community?

Most of our merchants are SMEs, so yes we have a huge involvement in the community and know very well the challenges of running an SME in New Zealand.

18 | August/September 2013 www.wellingtontoday.co.nz

”

• Entering crowded markets with poor margins and tough competition • Entering low growth industries • Lack of financial resources and poor financial management • Lack of knowledge of customer needs and not having a point of difference • Too much concentrated risk to a large customer or supplier • Operating in a silo • Lack of perseverance and resilience • Underestimating the importance of proper execution.

What have your life experiences taught you about business?

• Early bird gets the worm (first mover advantage is especially critical in digital enterprises) • Be bold and don’t be afraid to make mistakes, just learn from them as you go • Great businesses are hard to come by • Cash is king - you don’t miss the water until the well goes dry • Be a realist and remain objective • You need to build trust, so play fair in your dealings with customers/suppliers/staff • You need to think on your feet and change tact from time to time as conditions change

What are the common mistakes SMEs make • Strong brands are powerful and hard to defeat when starting a business?

• Ill conceived business models and lack of any research

• It requires a driven and talented team to be successful.

HR | Staffing

The war for talent

Human talent should be high on the key corporate risk list for organisations. Talent shortage is no longer an HR department issue - it’s an organisational risk that requires attention.

The War for talent is about to heat up again after abating for a while following the global financial crisis. A recent survey by the London based Economist Intelligence Unit (EIU) that queried almost 600 senior executives from around the world gives rise for concern when 72 percent stated that their organisational performance had suffered due to a lack of necessary skills.

As the global economy slowly recovers and a so-called ‘new normal’ takes hold, organisations are seeking to regain competitive advantage or efficiency gains by doing more project-based work that’s focussed around core business.

On the face of it this is great however, some research by KPMG suggests these organisations are committing to a higher volume of projects that have a significant increase in complexity and that require more money to finance.

These factors must dramatically increase the risk of failure at an organisational level and

the potential brand damage that could be associated through lack of resource with the right skill set.

Going back to the EIU survey and the lack of skills suggests there is a problem looming, especially when another part of the same survey found that the most important individual skill those executives required was people with the ability to ‘get stuff done,’ as well as the most important organisational capability of finding leaders to implement strategic change.

One conclusion suggests that future talent will need to acquire or develop advanced skills to deal with increasing complexity and volume of work whilst balancing risk within established thresholds.

Global hunt for talent The surge in demand for talent will see countries throughout the Asia Pacific region, as well as the emerging economies of Russia and Latin America, hunt globally for talent and especially for the key capability that gets stuff done and quickly. This could further drain some skill sets in New Zealand that are already considered as having shortages.

The rebuild of Christchurch for example could take considerably longer than desired, not because of funding restrictions, but rather due to shortages of various skill sets required.

Furthermore, there are two further changes happening within the wider talent pool that should concern those in the boardroom, as well as the executive office and the those in the HR department of all organisations; namely the massive amounts of retirement that is emerging and secondly the increasing

transient nature of the next generation workforce.

Data from the UN Population Division titled ‘World Population Prospects on Retirement Age Populations’ shows dramatic increases in people reaching retirement age over the next couple of decades. In New Zealand we can anticipate that 25 percent of the population will be aged 65 or more in 2050.

While current workforce talent is being tempted offshore, presumably to pursue better opportunities, future workforce generations will be far more mobile than current ones. Resources of tomorrow will move from job to job more often and quickly as their whim and/or need dictates.

We see the beginnings of this today.

Individuals and teams can research, consider and act on vacancies from anywhere in the world. Those individuals will make engagement decisions that include factors other than just monetary based reward systems.

Pressure to attract and retain As a consequence of the above, all sorts of pressure will be on an organisation’s ability to attract and retain resources in sufficient capacity and that have the skills for the future economies.

So other than just simply retain the pending retirees for longer, what must organisations do to attract those skilled ‘global gypsies’ to set up camp and stay a while? The answer lies in organisations making themselves the most attractive they can be.

How can talent risks be mitigated and managed?

Every organisation needs to look well ahead and relate talent demand to the strategic and operational plans the organisation wishes to achieve. This could see the use of portfolio management techniques that focus on enabling, capacity, balancing and prioritisation within the plans. The following 7-point risk mitigation plan that should assist: • Build your brand so it’s talked about as cool!

• Conduct capability assessments • Conduct better talent needs analysis • Recruit for Success – package and build good relationships • Target and bring back previous employees that have left your organisation • Position, post or second people as part of career path • Create a 10-15 year HR Plan.

Bottom line is that organisations of all sizes need to have human talent management on their key corporate risk list. I’d suggest in the top three at least. Organisations need to focus and invest in making their brand really attractive as well as modifying policies and processes for better resource development and utilisation. People talent is no longer a HR department issue; it’s an organisational risk that requires proactive attention.

This is more than branding or marketing.

Helping Make Value Visible Getting ahead in business is about seeing the big picture.

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www.projectplusgroup.com 20 | August/September 2013 www.wellingtontoday.co.nz

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News | Mentoring Who do you partner with to achieve this?

Cool advice

We have some amazing partners who support us in helping develop Kiwi businesses to improve the economy. We have a large group of mentors and coaches who work directly with our customers and deliver our programmes. We work very closely with our foundation partner The University of Auckland as well as government institutions like ATEED and NZTE.

The Icehouse touts itself as providing entrepreneurs and business owners with the knowledge, tools and contacts to grow whether they be start-up or established businesses. The Icehouse start-up and Ice Angels director Ken Erskine shares the purpose of the organisation, the motivation behind it and the success stories of SMEs who sought their assistance.

New Zealand economy. The founders wanted to create a place to assist entrepreneurial companies to be successful, both domestically and overseas, with the goal of helping New Zealand’s economy grow.

The Icehouse was founded by David Irving, Bridget Liddell, Barry Spicer and Geoff Whitcher with the financial support and expertise of BNZ, HP, Microsoft, Telecom, Boston Consulting Group, Chapman Tripp, Carter Holt Harvey and Deloitte.

- Director, Ken Erskine

What is The Icehouse?

We are a hub for Kiwis in business. We support the entrepreneurs and business people who are likely to shape the future of New Zealand’s economy. We offer a range of business growth programmes for SMEs, a business incubator for start-ups, and access to New Zealand’s largest group of angel investors, the Ice Angels.

One of our biggest strengths is our network – if you need to get connected, we can find the right person locally or internationally with only a few conversations.

We’re taking three Kiwi companies to Silicon Valley to the USA Angel Capital Association’s International Angel Investment Showcase in April. This will be huge for these guys, not only do they get to present their ideas to a range of Angel backers, we’re going to work with them to organise one on one meetings and facilitate quality introductions. That’s just an example of how we leverage our network to help Kiwi businesses.

Who uses your services?

A wide range of NZ businesses and entrepreneurs come to The Icehouse. We work with early stage start-ups, developing new business ideas and later stage start-ups, looking at the next stages of growth and funding. For businesses that have been going for a while, we offer a range of development programmes for owners and senior leaders who want to grow their business and take it to the next level.

The people we work with say the real difference in our programmes is they’re tangible, actionable and link directly to results. It’s more like practical learning rather than ‘book’ learning and we work alongside them to get from A to B. The unique offering in many of our business programmes is the opportunity to be in the room learning with other owners who share the same challenges. The reality is we’re entrepreneurs working with entrepreneurs – our real focus is on delivering measurable programmes that benefit businesses. We’re all about growth, and that could be in people, capabilities or profit.

When did it start up, why did it start and who was it started by?

How do businesses benefit from being involved with you?

The Icehouse was founded in 2001 in recognition of the importance of SMEs to the

We offer them mentoring by experienced business people plus learning and

22 | August/September 2013 www.wellingtontoday.co.nz

We have close partnerships with a number of NZ corporates including BNZ, HP, Gen-i, Telecom, Microsoft, JBWere, KPMG and AJ Park.

Who has been one of your top success stories?

development courses around strategy, leadership, market validation, business planning, financials, change management and technology adoption.

Start-ups and SMEs also get access to our huge network of entrepreneurs, investors, advisors, corporates and government institutions locally and internationally. These connections offer advice and support and open doors for our companies.

What is the selection criteria when choosing startups and SMEs you will work with?

We are working with all SMEs and start-ups that want to take their business to the next level and that have the right mindset. By right mindset we mean they have to be coachable and open to advice.

When we work with start-ups, especially very early stage ones, we look at the idea and the size of the opportunity as well as the background and capability of the founder(s).

The great thing about The Icehouse is we are running a number of different programmes and have a large group of mentors and advisors. This enables us to match businesses with the right programme or mentor to make sure they get the most out of their time with us.

What do they have to do to join one of the programmes?

Visit our website (www.theicehouse.co.nz) and get in touch with us to learn more about the individual programmes and find out which one is the best fit. The next step is to complete an application form. For some of our programmes we invite business to a screening session for others we accept them directly based on the application form.

We had a number of great successes in the last 12 years. Looking at the start-up side some that stand out are eBUS, provider of expert software as a service for the TV broadcasting industry, who just recently got bought by UK firm IMD. Also wireless inductive technology provider PowerByProxi who is considered a world leader in its industry and has worked with around 30 large companies around the world in diverse areas including aerospace, security systems, sensor networks and hydraulic control. And BigLittleBang, a 3D virtual world for kids with over 125,000 users, and this number is growing 35 percent month on month.

Some of the well known SMEs we have worked with include ProLife Foods, a FMCG focused supplier of food products to NZ and Australia, Sutton Group, added value dairy manufacturer of infant formulas, JUCY rentals, Furnware, manufacturer of children’s school furniture, Farro Fresh and Future Products Group, a leader in FMCG retail fit-outs and refrigerated cabinetry.

Why do we need your organisation in this country?

Start-ups and SMEs are the backbone of the New Zealand economy. We have a lot of great SMEs and entrepreneurs in New Zealand and every day more people have great business ideas.

Kiwis are known for being innovative and NZ is considered one of the best places in the world to start a business. However, we often see Kiwis struggling to grow their businesses and turn them into successful companies with strong domestic and/or international markets that can help our economy long-term. We are helping entrepreneurs overcome these challenges and through that are helping the NZ economy.

News | Interview

The comeback kid At an age in time when most are contemplating their release from the confining shackles of home and school life, Nick Smith was considering a life which could be restricted by a chain heavier than that imposed by any teacher or parent.

Nick Smith Young, bright and ambitious, Nick served as a councillor for the Rangiora District Council at just 18, while still attending secondary school.

He has since held more than 10 Ministerial portfolios in the Bolger, Shipley and Key Cabinets, covering conservation, education, immigration, corrections, social welfare, treaty negotiations, environment, climate change, ACC and local government.

But his Parliamentary pilgrimage hasn’t been without its controversies.

The National MP began his 2011 term on a high note which included developing a major local government reform package.

Just months later the hard work all came crashing down when he was dragged into the Bronwyn Pullar ACC controversy.

In March last year, Dr Smith resigned from Cabinet after he was found to have written a letter on ministerial letterhead supporting Pullar, his former friend, without disclosing the conflict of interest.

But far from languishing on the backbenches for the past nine months, Nick has relished the opportunity to get back to basics from a grassroots level and has bounded back into the parliamentary playground with gusto.

He tells Melinda Collins about poor choices, reconnecting and the real cost of politics.

You earned your first class honours degree in engineering, followed by a PHD in landslides, where did you see your career heading?

At the time I was highly ambitious and interested in politics, but it seemed like a high risk career option. I loved engineering, but it was always my day job; a plan B. I was incredibly lucky to be able to stand for Parliament and pursue my first love.

What then drove you to enter the political arena?

I am from big family of eight children.

Everyone in the family wanted to be an engineer. My father wasn’t an engineer, but he was a bridge builder and so that field was seen as the closest job to God. As a 15 year old that was my ambition, to be an engineer.

I went for an exchange student programme to the United States and was taken aback by how many young people were involved in the political process there. I went to a school in Delaware where the current Vice President

of the United States, Jo Biden was from and knew some of his family and friends there who were very political. I got the political bug from the US, then returned to New Zealand and in the equivalent of the last year of school, Year 13, stood for local body council.

I subsequently began my local government career then moved on to central government.

are humans, sometimes we get it wrong.

I was unlucky there was a privacy leak of thousands of files involving the same person.

ACC was also embroiled with a number of unrelated controversies at the same time; sometimes you really can be in the wrong place at the wrong time, but I am very philosophical about it.

What is the most fulfilling aspect of the position?

You’ve spent the last year on the backbenches, how was that?

From my first days in politics I have had a caravan at the colourful Nelson market. I have a tarot card reader and sales of all forms of art, books and food, alongside my own stand at the market. But for nearly 25 years through that market I have met with individuals and learnt about their own dramas in life. It is very satisfying in that it allows me to be so connected with the real dimension of politics and understand how it impacts peoples’ daily lives.

The first thing is when you’re a minster, you almost underestimate the pace and pressure involved in the position. So I was sort of frustrated and annoyed for a month, then I began to smell the roses so to speak, spend more time with my children, read books which I hadn’t previously had time to read. It became a period of real refreshment.

The most satisfying aspect is to have been in the position to be able to help people. I have not been able to help all; there are some I have failed, but the most satisfying aspect is to be able to do my best to make a positive difference in someone’s life.

The level of media attention that led to your resignation last year means public figures face ever increasing scrutiny, to the point where you could say they face trial by media and a verdict rendered via public opinion. How do you think this is impacting public figures’ ability to be effective in their roles - both negatively and positively?

Politics is a brutal business; that is a consequence of the privilege of being involved in decision making at the highest levels. Yes sometimes it is extraordinarily tough, but the balance of that is being part of really big decisions that matter. That’s the trade-off you make. I read the newspaper and often I get credit for things I had little to do with, other times I get little recognition for things which I have had heaps of influence over – that’s the nature of politics.

How difficult was it to resign considering the hard work you had put into the position?

It was a brutalising decision; that letter was a poor choice. I think as the Minister of ACC I signed out over 5,000 letters and politicians

24 | August/September 2013 www.wellingtontoday.co.nz

The other real challenge for a minister is trying to remain connected to the community.

So I really enjoyed my nine months in purgatory, as I like to call it, getting to spend more time with constituents, getting better connected with schools, hospitals and local issues that are important. With four children it was also great to be able to do some family things that you don’t necessarily get the opportunity to as a minister.

What are your proudest parliamentary moments?

I’m incredibly proud in the 1990s the role I had in the Kahurangi National Park, individual projects in Nelson include the newly integrated Garin College, big roading projects like the Stoke Bypass, the major redevelopment of Nelson Hospital. At a national level, I am proud of the Environment Protection Authority which has been doing really well, in terms of programmes then things like the Fresh Start for Fresh Water Clean-up programme and ironically I am very proud of my involvement in pulling ACC out of financial difficulty.

In my first year we had a deficit of around $4.5 billion then three years in we were in the black by $2 billion. While there will always be controversy surrounding my time there, I am proud of my time with ACC. No politician is completely responsible for any positive or negative outcomes; in each of those projects I just made a contribution; the very nature of politics is that it is a joint business and others make significant contributions to those projects as well.

What do you see as being the greatest challenges facing New Zealand at the moment?

The one I’m really focused on and one which has been my passion for over 20 years is how does a country marry sound conservation policies with economic prosperity? We live in an economy that’s based on agriculture and forestry, fishing and tourism, all of which rely on careful management of our natural resources. And on the other side, a core part of being a Kiwi is being able to go to the beach, being able to catch a fish, being able to experience the beauty of our mountainous scenery.

For New Zealand, more than any other country, how we stitch together the management of those natural resources with our economy is just as important and will define our future so much as a country.

I’ve been working hard around trying to shift some of those debates from ‘either ors’ to ‘ands’ – that is, how do you get the environmental community to understand you need successful businesses to provide good jobs and incomes while at the same time as trying to get the business community to better understand their environment responsibilities.

I think we are making progress, I think we are getting out of that highly polarised protest way of dealing with those issues and trying to get a more balanced, sensible more pragmatic way of doing that stuff.

What are your plans for the future?

I’m approaching that dreadful age of 50. This is my 8th term as an MP. I remain committed to my Nelson community; it’s a little paradise in the country which I feel strongly about. I’m back in the Ministerial saddle, buried in work and enjoying it. I just have huge confidence in the Prime Minister and of all the Prime Ministers I have worked under, I just love his relentless positivity and I want to continue to serve in his Government for as long as I am useful.

I’m also a realist, and that is that in politics sometimes the shit hits the fan, and it might not be your fault, but you’re dead. It’s a high risk profession; every day and the events that occurred last year are a reminder of that.

So I’m pretty philosophical about the fact that while it’s a privileged position to be in, it can finish tomorrow. My intention is to keep contributing while I am making a positive difference.

Businesses stand up As New Zealand’s youth organisations face an unprecedented funding crisis, businesses nationwide are standing up with new social brand Y for YOUTH to solve our serious youth social issues.

New Zealand has the highest youth suicide rate in the developed world, yet there are over 6,000 charities dedicated to assisting our youth throughout the country.

of community funds diminish by more than $70 million in the past five years alone due to public and media backlash, parliamentary reforms and a sinking lid policy from local councils.

“We’re fully aware of the impending youth sector funding crisis” says Craig Pollock, CEO of Find Your Field of Dreams Foundation. “Even as one of the larger youth organisations, it is a major challenge finding alternative revenue streams just to fund our current programmes. I suspect a lot of smaller youth organisations may simply not survive the next few years.”

Yet as traditional funding sources for the charity sector continue to decline, New Zealand’s alarming youth social statistics such as bullying and suicide, continue to increase. Just last year there was a 40 percent increase in youth suicides for 15 – 19 year olds.

“There are hundreds of very successful programmes out there already in the community” says Alex Greig, co-founder of Y for YOUTH. “The problem is that they are competing with each other for a diminishing pool of government grants, public donations and gaming trust money, which is limiting their ability to scale and expand capacity and in some instances, threatening their very survival.”

What can we do about our youth social issues and the youth sector funding crisis?

Gaming trusts, a major benefactor to the charity sector contributing over $274 million in 2012, has seen its pool

Y for YOUTH is a turnkey corporate social responsibility platform that enables businesses and brands to contribute

“New Zealand’s youth social problems are not going to be solved with sausage sizzles and the old method of rattling the bucket outside shopping centers. Our serious social problems require serious resources and funding,” says Greig.

to solve nationwide youth social issues a percentage of their profits to the Y for YOUTH support network. In return companies display the Y for YOUTH trademark on their products and advertising, similar to the Fairtrade or Heart Foundation Tick branding models.

Consumers are then empowered to purchase from these companies.

Consumers want to buy from companies that give back to our communities Greig says that today more than ever, consumers want to buy from companies that contribute to our communities. “We have developed a system that makes it easy for companies to donate to the youth sector, but in such a way that they benefit from increased sales, positive publicity, and an improved brand image. It’s a win-win.”

Through the creation of a sustained funding platform for New Zealand’s youth sector, youth organisation’s fundraising burdens can be alleviated so they can focus on expanding their programmes and impact as many youth as possible throughout New Zealand.

“We’re talking about transformation and positive social change for all of New Zealand,” says Lara Jane, co-founder of Y for YOUTH. “The more youth that are positively impacted, the more youth that grow up to be happy, healthy, contributing members in our communities.”

Y for YOUTH is now in the second stage of its development and attracting support from forward-thinking businesses and community-focused individuals who wish to be involved in a movement to reduce New Zealand’s youth social statistics.

Companies that have come on board already to support the development and growth of Y for YOUTH include GPS technology company Navman Wireless, Blacksmith Ltd and Academy Publishing along with Michael Mayell, founder of Cookie Time Ltd, Tiki Taane and Kim and Mona Dotcom.

Stand Up for YOUTH event with guest speaker Tiki Taane On the 31st July, Y for YOUTH is hosting a Stand Up for YOUTH event in Wellington where guests can meet and mingle with one of New Zealand’s best known musicians, Tiki Taane.

Hear Tiki share his personal story about why he got involved with Y for YOUTH and learn how you can assist in changing the current model of charitable funding in New Zealand.

Register at www.standupforyouthwellington. eventbrite.co.nz

News | Tech Special

Digital networking

By Melinda Collins

We are constantly being bombarded with information on how to use social media for the benefit of our business. But according to a recent MYOB Business Monitor’s survey of more than 1,000 small to medium enterprises, only a fifth of those firms now use social media – almost a quarter less than in August 2011.

Perhaps we can pass this off as one of those times where less really is more. Here we have broken social media down to its key elements, to make it easier to get your head around and make a tactical choice as to which will work best for you.

Blogging The typical definition of a blog, according to a Pyra Labs Blogger is, “a web page made up of usually short, frequently updated posts that are arranged chronologically – like a ‘what’s new’ page or a journal”.

Business blogs offer an excellent corporate tool for communicating with customers to share your knowledge and expertise, all the while promoting your brand. So what does blogging offer small businesses?

Freedom is yours. With business blogging, you simply write your thoughts, link to resources and publish. There are even some great blog software companies out there offering tools and set up guides to get you started (www. websitesetupguide.com).

Quite simply, blogging is a web presence without the price tag. So when you haven’t the time to learn web html or the money to hire a developer, blogging enables you to get your name out there – really a great option for the SME owner.

Most importantly, you need to have goals for what you want your blog to accomplish - whether that is to build a brand, generate leads, generate direct sales, or generate advertising revenue. These goals will determine your content. Once you’re in action, make sure monitor your traffic and analyse your success so you can tailor your blogging accordingly.

Social networking We’ve all heard about social networking and how we should use sites such as Facebook, Twitter and LinkedIn, but how do we integrate these tools into real life marketing?

Social media enables a business to connect with customers on a very personal scale.

Businesses on social networks build pages where people can become their fans or friends. You have instant access to many of

your existing and potential customers at any given point and it couldn’t be easier to get hold of them than the click of a button.

Before you jump on the networking bandwagon, it’s important to consider what each site offers and how you can benefit from their resources. Without this plan your only success may prove to be in wasting time.

Ask yourself what you business needs are. Social networking is about more than messaging former high school buddies, so set about a plan for what you want out of your networking – do you need more staff, do you want to market new products, build a brand or try out a new idea on the market?

Next you need to know who your target market is because, with more than 300 million users on Facebook alone, you need to narrow your focus.

Answering some of these questions will suggest to you which sites you should start with and the sort of content you should be considering. Remember a poorly managed page is likely more harmful than none at all, so make sure you have the time to maintain the site or find someone who can.

Multimedia Multimedia video sharing over the web is another great resource for SMEs to make their mark.

Multimedia is essentially broadcasting a video or media file online, including video podcasts, vblogs, videocasting or webshows. Done correctly, it is a way for your customers to get behind the scenes of your business.

There are four essential ingredients to successful multimedia marketing; equipment, a theme, an online portal and marketing.

In terms of equipment, electronic gear is getting cheaper and cheaper, meaning many SMEs can gain access either short or long term, to the equipment required. If you have a higher budget however, you can hire a professional and many companies offer packages suitable for SMEs, such as www.ruffells.co.nz.

You could have the best equipment and coolest video, but it wouldn’t matter unless you are doing something interesting.

26 | August/September 2013 www.wellingtontoday.co.nz

“

Before you jump on the networking bandwagon, it’s important to consider what each site offers and how you can benefit from their resources. Without this plan your only success may prove to be in time wasting.

”

And whatever you do, don’t sit in an office chair preaching about your business. Sell your business. Talk to customers, film the store, take viewers behind the scenes of how you make products – anything cool and unique will work a treat.

Once you’ve got the video sorted, upload it for free on YouTube where it can be viewed by anyone. Webcasts can be uploaded to free or paid hosting sites such as iTunes.

However, regular surveillance of such sites allows you to interact directly with customers, while you manage your company’s reputation.

In fact, by responding to criticism and posting answers to online queries in your industry can bring in new and repeat customers, if done properly. Even if your company is focused on quality customer service, sooner or later you are going to receive a less than favourable review on the web. It’s what you do next which is critical to your bottom line.

Chances are the negative reviewer isn’t rushing back to your business, so the purpose of a response is to mitigate the negative impact of potential new customers who are scoping you out online.

Firstly you need to be regularly keeping an eye out on what’s being said, so your response is timely. Some sites, such as TripAdvisor, provide a response gateway to enable you to respond. So once you have figured out if you can respond, you need to decide if you should respond.

Some comments are just too abstract to attempt a response, and attempting to would be counterproductive. When you find a complaint which is suitable for a response, check your ego at the door.

The time honoured approach of “feel, felt, found” is perfect for this.

Feel We understand how you feel about this; product / service / treatment / quality / price.

Felt Online review sites Surprisingly, using customer forums and review sites such as www.mytradesman.co.nz can generate sales and few of us are taking advantage of this great opportunity.

To many, the internet can seem like a vast forum where anyone can say anything and you can’t get your two cents in. Many businesses get caught up in the social media such as Twitter and Facebook, while neglecting review and answer sites.

If any other customers have felt this way, please contact us directly and immediately.

Found We looked into your complaint and here is what we found out about our business.

This approach has a strong psychological impact on potential clients and a great way to end is with “Thanks for bringing this to our attention; this is how we fixed it so that it never happens again.”

News | Tech Special

Pinned it

Here are a few pointers:

By Davina Richards

How many of you growing up pinned inspiring, motivational and thought provoking posters, photographs, messages, cards or items onto your bedroom wall?

Then it’s no surprise the online scrapbook Pinterest, launched in 2010, is a proven hit with 48.7 million global users.

One of the fastest growing social media websites since Facebook and Twitter came and rocked the social media platform, Pinterest connects people through their common interests using visual images which can be easily navigated on an online pinboard.

And there’s no doubt that it’s become a religious daily habit for many users who love everything from art, travel, science, technology, fashion, crafts and anything in between.

It works by allowing users to create and title their own boards, and ‘pin’ their favourite images or videos. Upload your own information, pin, re-pin, share, follow, collect and organise. Each and every pin can be ‘liked’ and commented on, so you can share your interests with people from around the world. Welcome and encourage comments; this is a social network after all.

Pinterest is now one of the most effective and powerful marketing tools used today, with many SMEs turning towards the trend to propel their business forward by creating brand awareness, web traffic and increase sales. Having a presence on Pinterest encourages users and potential buyers to pin your products and comment on what they like (or dislike) about it.

Pinterest may not be right for some brands and it’s true it has a wider female demographic, but the popular platform is evolving and we could see a climb in male users in the future.

Consider who you want to aim your business at and how Pinterest will help you

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Consider who you want to aim your business at and how Pinterest will help you to reach them.

Remember that Pinterest is all about the visual rather than the words.

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Be positive

Choose images carefully. Consider what it offers to users and how this will reign in potential customers.

In doing this, you can engage with users, increase brand identity awareness, drive traffic to your website and boost sales.

Share images which are inviting and show company growth and stability. Choose positive images of your brand, offers and products to pin on your board and make sure they motivate, inspire and educate the user. Regularly update with new images or videos to maintain online interest and promote your brand to a specific audience.

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Be involved

Pin It

Re-pin, comment, tag or ‘like’ pins from other businesses.

Taking a proactive approach means you’re getting your business known and not coming across as a pushy marketer.

Encourage users to pin your website. Having a ‘Pin It’ button allows an image on a website to be pinned instantly by the user.

Install this to your own website and additionally, include the ‘follow me’ button.

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Interaction

Social media platforms

to reach them. Remember that Pinterest is all about the visual rather than the words. Text light and picture heavy is the way forward.

If you have a verified website, you will receive information to monitor your performance such as how many people have visited your site from Pinterest, your most repinned and your most recent pins. This way you can work out what content Pinterest users are more likely to respond to.

Strategy

It’s not just about pinning and responding. Heighten user engagement by making direct interaction available. Include multimedia in your pins such as videos, podcasts, demos, tutorials, presentations, and respectively why not ask customers to upload images of themselves using or wearing your product?

‘talk’ to each other, so it’s a good idea to connect your Pinterest page onto Facebook, Twitter and embed in your blog, this way more people can see what your pinning and reach a wider audience.

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No matter what stage you’re at in your business venture, use Pinterest to help you promote and market your business and to guide you to make better marketing decisions. www.pinterest.com

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Pin placement

Freebies

When you need information you expect to source it quickly and with the most important information at the top. Increase viewer numbers by placing your pin boards on the top, second row or near the middle of your pinboard so users don’t have to scroll endlessly to find what they’re looking for.

Many successful businesses offer free items to attract customers and convert them into buyers. Follow suit by including podcasts, white papers and e-books on your page.

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Stand out

Confirmation

Use search engine optimisation.

Optimise your Pinterest page by highlighting key words, phrases, titles and descriptions so your business will be found quickly on search engines.

Online users like to know a website is authentic. Verify your website and be a trusted source. You’ll also be able to access the Pinterest Web Analytic feature which allows you to track consumer interest. Use this to move forward with future strategies.

www.wellingtontoday.co.nz August/September 2013 | 27

News | Lifestyles

Lifestyles

1.

By Davina Richards

1.

Sit on it

Nel Lusso chair There’s always going to be that millisecond where you fear you’re going to spill a drop of red wine or pasta sauce on this beautiful chair. The retro colours are set in an assortment of zigzags, curving lines, spots and floral designs on velvet material, mimicking the iconic retro design. The Nel Lusso chair is the epitome of modern retro funk. I can almost hear your sigh of resignation.

2.

RRP: $1,399 Available from: www.alliuminteriors.co.nz

2.

Survival of the fittest

Bear Grylls survival kit If you find yourself a bit of a Bear Grylls kinda guy, this survival kit has everything you need from waterproof matches to emergency cord. You’ll be a man on a mission with a fail-proof system in place. Make Bear Grylls proud!

RRP: $59 Available from: www.manbits.co.nz

3.

Stick it

World map clock wall decal Unlike paint or wallpaper, wall decals will transform your home without the mess of getting yourself covered in paint or cocooned in wet wallpaper. You’ll find a new edge to wall art with the evermore popular wall decals which is at the forefront of home design. This black and stylish world map clock is so striking that guests will be rubber-necking!

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RRP: $550 Available from: www.yourdecalshop.co.nz

4.

Tipping the scales

Bathroom scales The good folks across the sea in Japan have designed a bathroom scale perfect for small bathrooms. Better yet, its lightweight body of just 500g and a width of just 23cm, travellers can simply pop it into a case or carry on luggage. Bright, functional and lightweight, it makes a bold statement wherever you are in the world.

RRP: $65 Available from: www.urbanities.co.nz

28 | August/September 2013 www.wellingtontoday.co.nz

4.

News | Lifestyles

Lifestyles 5.

5.

Get smart

Samsung Galaxy S4 Ahhhh yes, just what we need… yet another smartphone.

This latest and greatest Samsung Galaxy, the S4, seems to have followed the diet of Posh Spice with its light and trim body, but thankfully comes without a miserable face. If anything, this beaut beams with its full HD Super AMOLED display on its five inch screen. So how do you like yours; black mist or white frost?

RRP: Contact your local retailer. Telecom: $1149 Available from: selected retailers nationwide

6.

Harden up

Hardshell backpack

7.

6.

So, you’ve got the tablet, the Samsung Galaxy 4… but what you haven’t got is the Solid Gray hardshell backpack to keep all your beloved technology safe and secure.

The backpack, made in the Netherlands, is made from polypropene block copolymer, which the website states ‘even after being bent millions of times it will not break or tear.’ It includes smart locks, multi-clip, and durable EPDM foam, to protect your laptop or tablet. This could be a product of the future. Sleek, smart and tough. Come on! If you think you’re hard enough!?

RRP: $255 Available from: www.solid-gray.com

7.

Stand up

Pli coat stand It may have a preying mantas quality and stick insect appearance with its long and defined oak body, but it’s a contemporary take of a coat stand. So, now we’re coming into winter, don’t let your pet sleep on the pile of coats left on the floor in the hallway - make a home for those coats.

RRP: $375 Available from: www.backhousenz.com

8.

8.

Designer style

Sculpted stem mat Irish designer Orla Kiely has brought us a little colour to enhance your bathrooms instantly. Lay down this bright orange mat as an accent piece which holds style, splendour and function. We live by the saying ‘less is more’ – bright colours in small dosages make a big impact in a little way, this mat will do just the job.

RRP: $89 Available from: www.perchhomewares.co.nz

www.wellingtontoday.co.nz August/September 2013 | 29

Property & Construction | Health & Safety

The costly business of falls from height

By Kathryn Heiler and Francois Barton

Every year hundreds of New Zealand workers are seriously injured due to falls from height at work, some of them fatally. The cost of these falls from height is estimated to be $24 million a year in ACC claims – and that doesn’t even touch the human cost of losing a loved one, a valued worker and a member of the community.

Last year the Ministry launched its Preventing Falls from Height campaign. This campaign has three parts:

As the construction work in the Auckland area quickly moves ahead, it is crucial we do not lose sight of the importance of keeping our workers safe and healthy and protect them from the hazards of working from height.

Unless everyone commits to making the rebuild safe, we risk lost lives and injured workers.

The Ministry, in association with 21 businesses and industry associations from the country’s construction sector produced the Best Practice Guidelines for Working at Height in New Zealand. The guidelines are a critical element of the programme, as they give all involved with working at height clear direction on how to manage their work in a way that will bring down the death and injury toll.

What we’re doing When we look at the statistics, construction industry injuries and fatalities do not paint a pretty picture. When we break them down we can see that falls from height continue to be responsible for an unacceptable number of serious injuries reported to the Ministry. More than half of these come from falls from less than three metres – most commonly off ladders or from single-storey roofs.

• Awareness raising – engaging the sector about the hazards associated with working at height • Education - providing safety information about what safe working at heights looks like • Targeted enforcement – visiting residential worksites where there is a risk of corners being cut.

The guidelines outline how people organising, planning and doing work at height can keep themselves and others safe.

By achieving that, the guidelines also help those involved in the process meet their legal obligations under the Health and Safety in Employment (HSE) Act and the Health and Safety in Employment Regulations, 1995.

Enforcement From July 2012, the Ministry began nationwide targeted enforcement to ensure firms were taking their ethical, social and legal responsibilities seriously, and making it their priority to prevent falls while working at height.

If an inspector observes inadequate or no precautions to prevent falls from or through a single-storey roof and other structures, or unsafe use of ladders, a prohibition notice will be issued. If the problem can be rectified immediately, a written warning will be issued.

If an inspector finds evidence that the hazard of a fall from height has not been adequately managed, and appropriate steps and controls are not being taken, inspectors will issue an improvement notice. This may require the duty holder’s hazard management system to identify work involving the height hazard and the appropriate steps for carrying out the work safely.

For cases involving a fall causing serious harm, a recommendation of prosecution can be expected.

Goleman, Specialists at heights Leaders in Height Safety Goleman have been at the forefront of height safety in NZ for over 20 years.

At Goleman they are committed to safely working at heights; not as something that needs to be done to meet regulations or standards, but as a culture that is lived, breathed and believed by every member of their team. ”

NZ’s Leading Complete Asset Care Service • Specialist Cleaning • Building Maintenance & Construction • Geo-technical • Roofing • Water Proofing & Painting Christchurch | Wellington | Brisbane Phone: 04 472 3929 | www.goleman.co.nz 30 | August/September 2013 www.wellingtontoday.co.nz

Between July 2012 and January 2013 the Ministry’s inspectors visited 1,500 workplaces across New Zealand in the first enforcement phase of the campaign. Of those, 700 residential construction sites had to be shut down because of poor safety practices. More than 900 enforcement actions were taken against construction sites in that time.

With falls from height such a major contributor to the number of serious harm and fatalities reported in the construction sector, it is crucial that the industry fully understands the hazards involved and their responsibilities to help keep workers safe. We must work together to make sure all our workers return home healthy and safe every night.

Kathryn Heiler is the programme director, Canterbury Rebuild Health and Safety.

Francois Barton is acting general manager Health and Safety Operations, Southern Region Ministry of Business, Innovation and Employment.

Goleman work with only qualified and experienced staff trained to work safely at heights.

Our access expertise includes:

› › › ›

Rope access and abseil Fall arrest Height access machinery Scaffold

Goleman work with their clients to identify the safest, most efficient and cost effective way to get the work done, making sure their clients have met their legal obligations.

Property & Construction | Accessman

Accessman is New Zealand’s leading specialist hire company, supplying Elevated Work Platforms (EWPs) for much of the building industry.

High Flyers

Accessman has a long history in New Zealand and has played a large role within the construction industry – that of machine supplier to many well-known construction companies in the region.

Like so many successful businesses in New Zealand it started from humble beginnings.

Back in 1994 the current managing director and founder of the company, Ross Pickersgill recognised a gap in the market.

He filled that gap with the purchase of his first machine – a scissor lift. The innovative piece of equipment made working at heights safe and helped companies increase their productivity by removing the need to continually build scaffolding.

This lift was the first move in what has developed into one of New Zealand’s leading Elevated Work Platform hire companies. Today the Accessman Group has a fleet of some 350 machines, making it one of the largest specialised equipment hire companies in the industry.

Today the company boasts branches and franchises from as far afield as Wellington to Southland, truly making its mark in the industry not just here, but across the country.

Accessman Wellington With nearly 20 years in the business, Accessman is a brand synonomous with high standards. The routine maintenance of their fleet, and continued investment in ensuring their staff are fully trained and aware of the “safety at Height” requirements sets them aside their competition as the leading specialist hire company in New Zealand. This regime has lead them to play an advisory role within the Hire Industry Association of New Zealand (HIANZ), assisting in developing the Codes of Practice for the operation of Elevated Work Platforms such as scissor lifts & cherry pickers.

Accessman is also an accredited Gold Card trainer, giving it the licence to train industry users to gain a national OSH standard qualification. The Silvercard Operator Licence, indicates the user is more than competent to operate access equipment safely.

For all training/hire enquiries please visit our website www.accessman.co.nz or visit the branch at 4 Kapuni Grove, Porirua Ph 0800 243 844

accessman MAKING HEIGHT EASY

A

www.wellingtontoday.co.nz August/September 2013 | 31

Property & Construction | Masterton Waste Water

At a glance | Website Design

Homebush on track The power of

website design

Sitting at the centre of all your marketing activities is your website. It is your most important marketing asset and pivotal to most marketing activities.

Yet all too many business owners fail to grasp the power of a well designed website.

They become frustrated that visitors to their site barely ever get past the home page, while others worry about low visitor numbers and the lack of sales, enquires or leads from their website. This needn’t be the case.

The Masterton District Council’s project to upgrade the wastewater treatment plant at Homebush is well under way and running on schedule.

The development is the largest infrastructure project yet carried out by the council, will cost an estimated $30 million and is expected to be completed in late 2015.

stabilised. Decommissioning is a process which aims to remove residual sludge so that it can be handled by construction machinery. Once completed, the sludge will be placed in an on-site landfill and the area capped and grassed. The site of the old ponds will be used for border strip irrigation.

In order to establish a healthy eco-system within the site, most exotic vegetation has been removed and a section of the Makoura Stream has been redirected around the new oxidation ponds. As many as 16,000 native trees and shrubs have been planted along the stream and along the drainage channel on the site, and will be irrigated by treated wastewater.

Masterton Mayor Garry Daniell says the process of filling the new ponds is highly significant. “This has been a huge undertaking for our council and the Masterton community, but the benefits of this project, along with the progressive upgrade of the sewage network within the town, will be reaped now and by The project involves the construction of new inlet works, new treatment ponds, a new river future generations. discharge pipeline, a border strip irrigation “The new scheme is cost effective, whilst area and adjustments to the Ruamahanga bringing considerable benefits to the River stop-bank to improve flood protection. environment. During periods of low river The wastewater treatment plant is controlled flow, the treated effluent will be irrigated to by a central control computer. The fully the land and will no longer be released into automated control system pumps the the Ruamahanga River. sewage from Masterton into the new ponds “It is important to acknowledge that this for treatment at a controlled rate. The new project has only been possible through discharge pipeline, or diffuser, will allow outstanding teamwork and the role of our some of the treated effluent from the ponds to be released into the Ruamahanga River, but ratepayers has been crucial. By making this investment now, they have made the will only operate when the river levels have decision to ensure that a solution is put in reached a certain height. place which will be beneficial to our district The overall Homebush site covers some 200 for many years to come and funded over the hectares; the new ponds are connected to duration of the initial 25 year consent.” the existing ponds and hold approximately 270,000 cubic meters of wastewater and Masterton District Council cover an area of 28 hectares.

PO Box 44 Decommissioning or “de-watering” of the old Masterton ponds will commence as soon as the new T (06) 370 6300 ponds are functioning and the old ponds have www.mstn.govt.nz — Advertising Feature The council appointed Hopper Construction as the project’s contractor after an open tendering process. The firm has successfully completed another project for the council, this being the Riversdale Beach community sewerage scheme.

Planning for success You need to be quite clear why you have a website and how it can help achieve your business goals. Define what success means and how you intend to measure it. Every page needs a purpose and you should be clear about what action you want the visitor to take after visiting a page.

Self centred visitors Visitors to your website are interested in what you can do for them. If you want them to move past the first page they come to, they must be given a reason to do so.

Content must be interesting and easy to scan. The site itself must be easy to use.

User friendly content When writing for the website, write for your target audience, outlining the benefits.

You should say what you can do for them, in their words. Make sure you have clientfocused text on your website as opposed to company-focused jargon. Your companyfocused pages should only be found on the ‘about us’, ‘news,’ ‘meet the team’, and similar pages.

Being found Search engine optimisation is all about being found via the search engines and encouraging visitors to stay on your site for longer than it takes to hit the back button.

Central to this is the selection and use of the keyword phrases which are being used by prospects when using a search engine to find the products and services you offer.

Mobile friendly websites Increasingly, mobile devices are being used to access emails, conduct internet searches, and ultimately visit websites. The last thing you want is for smart phone visitors having to pinch, zoom and generally forced to scroll around your website just to read the

contents. If your website does not display well on a mobile device then visitors simply leave.

Lead generation Many, if not most visitors to your website are not yet ready to buy from you. Rather than hope that when they are ready they will return, nurture these people until they are ready to buy.

Monitoring performance If you are not recording, analysing, and reporting on the performance of your website, you are largely flying blind and selling yourself short.

Harness the power design Make no mistake, if your website does not appeal you are dead. Potential clients will fail to materialise and even if they do arrive at your website, the exit button will be the next action they take. Take your first steps today to harness the power of good website design.

Optimum websites T (04) 383 8086 www.optimumwebsites.co.nz — Advertising Feature

HELPING TO GROW YOUR BUSINESS VIA THE INTERNET We specialise in creating B2B websites that are easy to find and easy to use Contact us to for a mobile-friendly website that: Consistently ranks in the top listings of a search engine’s results pages Encourages visitors to stay on the site to discover what you have on offer Persuades potential clients to give you their contact details, and buy your services

Provided mechanical and electrical service for the Masterton District Council WWTP project

We offer a 24 hour 7 day immediate response call out service.

Providing electrical solutions to the Industrial, Commercial and Governmental sectors.

Freephone: 0800 363 888 | Fax: 06 350 1001

32 | August/September 2013 www.wellingtontoday.co.nz

www.maxtarr.co.nz

P. (04) 383-8086 | 027 460 3902 E. enquiries@optimumwebsites.co.nz

www.optimumwebsites.co.nz

Property & Construction | Able Mason Concrete

Laying down the foundations A successful business needs the most robust and reliable of foundations – practically infallible by nature; or at least, certainly strong enough to survive the test of time.

Able Mason Concrete not only specialises in foundations of this strength, it is built on them - in a metaphorical sense. Established in 2011, the strength of this small, but successful New Zealand business owes to the skills and dedication of the two concrete and construction experts spearheading Able Mason Concrete – Tony Graham and Gary Bouzaid.

A solid service Concrete is material that is indispensable to our physical world. Look left, look right, look up or look down, and you can’t dispute the fact that concrete is an integral and fundamental part of our bricks and mortar world.

Much to the excitement of its enthusiastic and dedicated staff, the business had its claim to fame and stars in its eyes when it sprayed and pumped all the concrete works to help create the sets for iconic film, The Hobbit.

“I have had a long history of diverse jobs,” Tony confirms. “I brought 18 years of extensive experience in concrete pumping and spraying to the business. I am originally a Wellingtonian, but I specialised in commercial jobs in Western Australia during this 18 years.

employees adopting the same hard working attitude and second-to-none standards.

“We believe that our staff are an asset within our business. They all have a great attitude and take pride in their standard of work. Personal presentation right through to our approach and attitude on site is seen as an important aspect to us. It is all part of achieving an excellent result for the client.”

to us and we will be working to maintain this, as well as grow our business in the areas it can be developed.”

“We believe that with our systems and the philosophy that we follow, we have no limitations when it comes to our growth and expansion into new divisions within the industry. We are very excited about what the future will bring.”

A market leader

“My business partner Gary had 25 years of block-laying experience and had a very strong reputation in the construction industry. We came together to form Able Mason Concrete in March 2011 and we are both very hands on in the business.”

It is this very commitment that earned the business recognition in the 2013 Wellington Gold Awards. Able Mason Concrete was one of just six finalists in the emerging business category and is the only constructionorientated firm to make it into this category.

The business is not only based on rock-solid expertise, it is also committed to a strong professional ethic of accountability. “This work is our passion and our reputation is incredibly important to us – we are very committed to completing a job to the highest standard,” Tony explains.

“We are absolutely blown away by this achievement and this success really owes to the incredible team effort and hard work of everyone in the business. We are incredibly proud to be one of only a few finalists.”

• Concrete Spraying

For the future, Tony says the business is committed to expansion and continuing to build value into its offering and client base.

“Our reputation is of the upmost importance

• Concrete cutting.

This sentiment is shared throughout the company with Able Mason Concrete’s nine

Available services • Line pumps • Boom pumps • Placing • Grinding and polishing • Blockwork and block filling

Able Mason Concrete Wellington T 027 233 1794 www.ablemasonconcrete.co.nz — Advertising Feature

Its origins date back to ancient Rome and this man made material has resonated throughout the contemporary ages with applications as broad as the styles and kinds of concrete available for commercial and residential utilisation.

Able Mason Concrete has a cornerstone philosophy that no job is too big or too small and its diverse project portfolio is testament to that fact. The company has been involved in many high profile construction projects in the Wellington region.

It has recently been involved in a restrengthening job on the Karori tunnel portals and nearby banks. The company sprayed and finished the new concrete retaining wall along Glenmore Street on the Kelburn approach to the tunnel and the entrance at both ends of the tunnel were concrete pumped.

CPENZ is your one stop shop for all Mortar and Concrete Pumping requirements, new machines, spare parts and consumables.

CPENZ wishes Able Mason all the best for their future

Able Mason Concrete completed the concrete works for the seismic strengthening of heritage building, Huddart Parker. It also completed concrete spraying and pumping for the Countdown Newtown development.

47 Main Road South, Levin

Main Office: (06) 368 4044 Fax Number: (06) 368 3232

Your business is designed around your customers, so why not build something designed around your business For a cost effective building option call us today, we don’t just build sheds!

SHEDS • RURAL • INDUSTRIAL • COMMERCIAL | 0800 870 078 | WWW.KIWISPANNZ.CO.NZ

www.wellingtontoday.co.nz August/September 2013 | 33

Finance | Accounting

Do you understand your numbers?

It may be a cliché but it is indisputable - cash flow is the lifeblood of any business. It doesn’t matter how remarkable your product or service is or how much market hype and demand exists, if you don’t manage your business cash flow, the outcome can be terminal.

What is cash flow?

Cash flow is the movement of cash in and out of a business over time and it is the ‘time’ element of cash flow that often causes the most problems. While, over a long period of time, cash inflow should exceed cash outflow, there may be specific points in time where money is tight and pressure comes on the cash reserves of the business.

Take for example, a business that closes down for three weeks over the Christmas/ New Year period. Employees need to be paid holiday pay during the shutdown period and overheads such as leases for premises, plant and equipment continue to be payable.

Cash will normally continue to flow in while the business is closed as customers who purchased on credit in the previous month(s) pay on the 20th of the month following purchase. The cash crunch will come in January and February when there is reduced inflow from customer accounts due to the lack of production or sales, and therefore invoicing, in December and January. Wages and overhead still need to be paid and, in addition, GST and provisional taxes are payable on the 15th of January, followed closely by PAYE on the 20th of January. It can be a stressful time of the year from a cash perspective.

We are Chartered Accountants based in the Lower Hutt CBD and act for a diverse client base from throughout the greater Wellington region.

Add Smart Limited prides itself on being a dynamic team who go the extra mile for their clients when it comes to providing Accounting, Taxation, and Business Advice.

Likewise, if your business is a seasonal business, with say peak sales in December for Christmas presents, or in spring and winter for the new season’s clothes. To have stock on hand to meet those seasonal peak sales you need to have produced or purchased stock in advance. This means that you have paid out money for stock but you have not yet received the cash in for sales.

“

While, over a long period of time, cash inflow should exceed cash outflow, there may be specific points in time where money is tight and pressure comes on the cash reserves of the business.

” What is cash flow?

Cash outflows • Paying the bills • Paying wages • Buying fixed assets • Meeting lease commitments • Paying interest • Paying taxes

Cash inflows • Collecting money from customers • Obtaining loans from the bank

• • • • • • • •

Completion of monthly and annual accounts Tax advisory services Business advisory/consulting Outsourcing of finance function and secondments Business structuring Company Formations and Company Administration Rental Properties, LAQCs, Charitable Trusts Accounting software implementation and support, including MYOB, Xero, Attache, Reckon

• Receiving funds from owners • Receiving interest The difference is net cash flow

Level 4, 92 Queens Drive, Lower Hutt Ph: 04 568 2800 Fax: 04 568 2802 E: info@addsmart.co.nz

www.addsmart.co.nz

34 | August/September 2013 www.wellingtontoday.co.nz

THERE ARE ACCOUNTANTS AND THERE ARE CHARTERED NZICA FP ACCOUNTANTS. Accountants are not created equal.

The difference is the training.

Only a member of the New Zealand Institute of Chartered Accountants has been exposed to the highest level of compulsory, ongoing training and development. Wise guidance, wise counsel is assured. It’s why top accounting firms insist on seeing Chartered Accountant on the CV. It’s also why 90% of CFO’s in New Zealand’s Top 10 listed companies are NZICA Members.

What’s more, NZICA Members are redefining the role of the accountant as a core business partner.

To appreciate the difference they can make to your business, talk to somebody who’s hired or employed one.

To acquire the services of an NZICA Member in your area, simply search “business does better”.

Business does better with NZICA Members.

Finance | Accounting

Profit does not necessarily equal cash flow Most businesses visit their accountant at least once a year to have annual financial statements and income tax returns prepared.

The financial statements prepared for income tax purposes record the profit the business has made during the year. Profit however, is not necessarily a good indication of how healthy the cash flow of the business is. Businesses may be profitable yet still face cash flow difficulties. Profit doesn’t take into account elements such as capital expenditure which are often frequently required to keep plant and machinery up to date and efficient. Profit also:

• Includes all sales revenue, irrespective of whether or not its been collected from your customers • Includes all expenses related to the accounting period, irrespective of whether or not they have been paid • Does not include all purchases as you may have paid for stock that has not yet been sold and so it isn’t included in your profit calculation.

Businesses can therefore be fooled into thinking all is well because profit is high, only to find that customers haven’t been paying on time or they have a large cost tied up in stock – meaning cash is tight.

It is good practice for businesses to forecast the flow of cash on a monthly basis throughout the year (or in some cases weekly for say the next three months if cash is particularly tight), to pinpoint when the business expects to suffer low cash balances so proactive measures can be taken to build up cash reserves, or ensure finance facilities will be available from its bank.

The cash conversion cycle It is also a good idea to review the entire cash conversion cycle across your business.

The cash conversion cycle is the time span between a business paying out cash and collecting cash. The diagram is an example of the cash conversion cycle in a manufacturing business but the principles are also valid for any business.

The starting point being when payment is made for materials and wages. It usually takes some time after that until the finished goods are manufactured and then sold. Also depending on the payment terms you give your customers, another month or more can pass before you receive payment from your customer. In this example, 105 days pass before the cost of wages and materials is recovered from customers and, all the while,

your business is paying interest to finance these costs.

By making a few changes to your purchasing decisions, perhaps negotiating favourable payment terms with your suppliers and tightening up the controls around collection of debtor balances, you can condense the cash conversion cycle, reduce your financing costs and free up working capital.

Many of the principles of managing cash flow are simple but so many business owners and managers get tied up in the day-today running of their business and don’t pay attention to cash management. Don’t ignore what seem to be insignificant changes that can be made to the internal management systems in your business – sometimes it is the small changes that have the biggest impact.

Cash inflows - speed up receipts from your clients/customers If your customers pay in cash or by credit card then these ideas won’t apply, however if you invoice your customers then there are a few basic processes you can implement to ensure you get paid quickly:

• Accept payment by credit card – Encourage customers to pay immediately by credit card rather than you waiting until the follow month for payment. The customer still gets some free credit from the credit card company and may also get other • Invoice promptly – Don’t wait until the end benefits such as air points by paying on of the month to send out invoices, invoice their credit card. While you will incur credit throughout the month. Putting off invoicing card charges, these may be outweighed by may give your customers the impression saving in interest cost otherwise incurred, that promptness is not important to you and as well as the time spent following up on that might influence their promptness to pay overdue amounts • Communicate your credit terms – Make it • Review customer credit history – easier for your customers to pay you on If a customer has a history of slow time. Clearly state the payment due date on payment, consider changing the credit your invoices and statements as well as your terms by introducing a late payment finance bank account to encourage customers to charge, shortening their credit term or even make electronic payments – why wait for a eliminating credit entirely. You don’t have cheque to be posted in this day and age? to offer the same terms of credit to all of your customers • Review your credit policy – Often payment is required on the 20th of the month • Call customers prior to payment date – following invoice. However, if you invoice Have you ever considered calling your customers regularly throughout the month customer before the payment date to get and issue one customer an invoice on the confirmation from them that the goods are first of the month, you will wait around 50 all in order and that the invoice will be paid days before getting paid. By comparison, on time? This can be particularly useful if an invoice issued on the last day of a the invoice is larger than normal or if the month will be paid within 20 days. Consider customer has a history of querying your adopting a payment policy of 30 days after invoices. Any query that can be resolved the date of invoice prior to the due date removes an excuse or reason for late payment

Speed up receipts for your clients / customers • Invoice promptly • Communicate your credit terms • Review your credit policy • Know your customer’s payment process • Prompt payment discount • Accept payment by credit card • Review customer credit history • Call customers prior to payment date

• Follow up late payments – The longer a debt remains unpaid, the more likely it is to turn into a bad debt, so make immediate contact when payment does not arrive on time. Be assertive but polite. Document your conversation and follow up on any promises made. Send overdue notices by all means however these can be easy to ignore and a phone call is often more effective.

Use collection services when necessary but ensure the cost of doing so is reasonable for the amount you will recover. Be consistent with your follow up process, don’t let you customers think that they have room to delay payment because sometimes you don’t call.

• Follow up late payments.

Manage your expenditure better • Know your customer’s payment process – Many larger corporates have a streamlined month end financial reporting process which may mean they stop processing invoices for payment a day or two prior to month end and after that the invoices are processed the following month. It is worth knowing if this is the case for your major customers so you can ensure your invoices reach their accounts payable process in time for prompt payment

• Review and reduce costs • Regularly compare prices • Consider alternative ways to achieve the same result • Maximise supplier credit terms • Extend supplier credit terms • Control your stock • Anticipate up-coming major costs • Plan capital expenditure

• Prompt payment discount – Offering discount for prompt payment may seem like a selfimposed reduction in revenue however, consider the additional interest cost you are incurring to fund your customer’s late payment – perhaps a small discount will actually improve the bottom line 36 | August/September 2013 www.wellingtontoday.co.nz

• Lease assets • Plan income tax payments • Keep your bank up to date with how you are trading • Weed out non-profitable customers.

Business Development | Online Marketing/Spire Branding

Standing out

in the online crowd

There is such a thing as too much of a good thing and this is arguably never more so than when it comes to information and the internet. Trouble is, an online presence is vital. Wellington Today talks to Spire Branding director Julian Churchman about how to stop your voice from getting lost in the crowd.

An effective website should be developed with its target audience in mind. It’s fair to say that the process of developing a website that is user-friendly, visible on Google, inspiring to the end-user and enticing a positive reaction, is not as simple as it sounds. So where do you start?

First you must define what you offer, Julian says.

“No matter how large or small, every business needs to define exactly what they offer their audience. In marketing talk, this is known as ‘defining your value propositions’.

“What’s important in this initial step is to be thorough. By listing every possible service, product and process you’ll give your business a much greater chance of capturing audience attention through the internet further down the track.”

Then weigh up this information against what your prospective customers need.

“Analysis involves researching these ‘value propositions’ against the information requirements of your audience. Google in their wisdom have provided statistics on every keyed-in description that your customers use to search for the information they require.

These descriptions are known as keywords.”

Keywords are like marketing gold, he says. “In essence these keywords provide us with the exact descriptions that audiences use to find the information they require. Put simply, if the right ‘keyword’ information isn’t integrated into the structure, naming and architecture of your website, then you’ll be practically invisible on Google.”

So what makes these keywords so important?

“The Google search engine is built on matching words, numbers and acronyms.

What audiences type in, Google delivers.

What makes Google so popular, is due to their behind the scenes work.

“They have an immensely complicated ranking system, one that ensures that their audience (the Google user) receives the most relevant and thorough information available on the internet.”

However Google does recognise your IP address, Julian adds. “What this means is that Google knows your request is coming from a New Zealand based computer and therefore delivers New Zealand based information.”

The next step is to align yourself with your audience.

“Aligning your communication simply means defining a common language between your audience and your communication requirements. This we describe as ‘syncing’ with your audience.

“The planning of the website is developed using a method called ‘wireframing’.

Wireframes are the individual page plans, which if produced effectively ensure that syncing language takes place. It also ensures the effective flow of information and the ease of general user navigation.

“Wireframing greatly increases the chances of your audience staying on your website for longer and engaging with more of your information.”

While much of this information has been strategic, Julian says this is necessary for a strong online presence. “Considering that there are an estimated 634 million websites on the internet, there is a need to be strategic if you require some effective lead generation from your website.”

Now it’s time to get creating.

After strategy comes style. Is the look of your website a big factor in its success?

“Surprisingly the answer isn’t that cut and dried. If you’re looking for information and that’s all you require, then the answer is probably no. As long as you get the information that’s needed, their brand and their look is almost irrelevant.

“The same can’t be said if you need to engage with this business. Websites that offer online shopping or services that you wish to purchase will be judged heavily on how they look. Are they credible? Are they attractive?

Do they inspire you to pick up the phone? In these cases a website’s look and functionality is the backbone of its success.”

It doesn’t end there. Once created, your website needs development.

“Fifty three percent of the world uses Wordpress as their CMS, nine percent use Joomla and six percent Drupal. Any of these three open source CMS platforms are recommended when making the choice as to which CMS to use.

“The real key to the actual building of the website is its content. Integrating the

relevant keywords into the content is critical.

“As the pages are built it’s imperative to introduce your keyword findings, these need to be integrated into the page titles, the page descriptions and the actual articles themselves. Even the images used should have the relevant keywords used in their titles.”

Lastly you need to measure what’s working and what isn’t. “By linking the website to Google Analytics we can access some pretty useful information, this includes the number of page visits, duration spent on particular pages, navigation paths etc. Information like this enables you to gauge what’s working and what isn’t.

“An effective website when developed with its target audience in mind, offers a user friendly and effective marketing tool, delivering leads and greater brand positioning.”

Spire Branding L1 The Woolstore 258 Thorndon Quay Wellington T (04) 471 2129 E julian@spirebranding.co.nz www.spirebranding.co.nz

— Advertising Feature

www.wellingtontoday.co.nz August/September 2013 | 37

Focus | Bluebird Foods

Bluebird celebrates 60 years It’s safe to say that Kiwis can’t get enough of New Zealand’s favourite snack food - Bluebird.

The iconic brand celebrates its 60th anniversary this year, keeping us in supply of tasty treats, especially chippies, for as long as Kiwis can remember.

Bluebird opened its doors in 1953, just a few years after young entrepreneur Les Saussey started selling popcorn and then potato chips at the Western Springs Speedway in Auckland.

Saussey started out small, but the popularity of his Bluebird chips quickly flourished and an expansion in flavours such as ready salted, salt and vinegar, and chicken became too much of a temptation, selling at just nine pence a packet.

Today Bluebird is one of New Zealand’s largest snack food manufacturers with Kiwi favourites including Bluebird Potato Chips, Doritos Corn Chips, Grain Waves, Twisties, Rashuns, Burger Rings and Cheezels.

To celebrate its 60th anniversary, group brand manager, Jodene Nigro says Bluebird is rolling out a range of activities.

“An exciting consumer promotion that we are running will give families a chance to win a great Kiwi escape to go and see a beautiful chip of New Zealand. A range of specially marked Bluebird packs will carry the promotion throughout our anniversary over June and July in stores across New Zealand.”

Bluebird is also giving consumers the opportunity to relive 60 years of Kiwi history via a ‘Favourite Kiwi Moments’ celebration, running for 60 days and hosted on the new Bluebird Facebook page.

“This is a great opportunity for families to share their favourite memories and win lots of prizes. Over the years, beside

outstanding quality and great tasting snacks, Bluebird and its penguins have won the heart of Kiwi families; it is a truly iconic Kiwi brand,” Nigro says.

Nigro further explains that the brand has become a slice of Kiwi life. “We all share memories of family and friends, summer BBQs on the beach sharing Bluebird chips or playing with Cheezels rings on top of our fingers.

“Bluebird feels privileged that 60 years on it continues to be one of New Zealand’s favourite snack brands.

“Our great taste comes first from our commitment to great quality ingredients such as potatoes and corn that is 100 percent New Zealand grown, and are then turned into a delicious range of snacks, manufactured right here at our plant in Auckland,” he says.

In 2010, Bluebird won the sought after Westpac Manukau Business Excellence ‘Business of the Year Supreme Award’, along with the Brookfield Lawyers Employer of Choice Award and the EMA Excellence in Manufacturing Award.

The business supports building stronger links between employees, charities and the community with its Helping Hands Program. This includes an ongoing commitment to the Salvation Army through product donations, internal fundraising events and employee volunteering time to support Salvation Army initiatives.

All funds raised by Bluebird employees are matched dollar for dollar by the PepsiCo foundation.

38 | August/September 2013 www.wellingtontoday.co.nz

“

We all share memories of family and friends, summer BBQs on the beach sharing Bluebird chips or playing with Cheezels rings on top of our fingers.

- GROUP BRAND MANAGER, JODENE NIGRO

After celebrating Bluebird’s anniversary Nigro explains that the business will continue to create new products and flavours.

“Making the best tasting chips remains at the heart of everything Bluebird does - we will continue making great tasting chips well into the future.”

”

Focus | Bluebird Foods

Kiwi favourites

Did you know?

• Did you know that the penguins only appeared in the early 90s?

So... why penguins?

• Adelie penguins are a New Zealand native bird which is recognised as an animal species that demonstrates highly social, fun, sharing behaviours.

What could be better than penguins to represent fun and celebrations with family and friends?

• It takes exactly 20 minutes to turn a potato into potato chips

“

Our great taste comes first from our commitment to great quality ingredients, such as potatoes and corn that is 100 percent New Zealand grown, and are then turned into a delicious range of snacks.

- BLUEBIRD FOODS, GROUP BRAND MANAGER, JODENE NIGRO

As part of the 60th anniversary celebrations, Bluebird will also be bringing back old Kiwi favourites and introducing some Bluebird classic products from its rich past. This includes Bluebird Discos (in stores now) and Grain Waves Pipes (in stores from August).

”

• The potatoes Bluebird uses are grown all across New Zealand in areas such as Pukekohe, Waikato and Hawke’s Bay

Launching a success

• Bluebird makes more than 100 products in various flavours and types – looking at new ideas every day

Success also comes from Bluebird’s great tasting, well loved flavours and regular flavour innovations that help keep the Bluebird party going!

• Bluebird also manufactures other great snacks such as Le Snak, a lunch favourite, Flemings Muesli bars, another Kiwi classic, as well as Quaker muesli bars, made from the world’s number one brand in oats.

Bluebird has launched: • Cheesymite, in 2009 (chosen by the nation via The Rock radio station’s ‘The Nation’s Chip’ promotion).

• The ‘Kiwi As’ flavour range in 2009 and 2011: Kiwi Dip, Wattie’s Tomato Sauce & Mince Pie and Mainland Cheese, Hellers Ham and Sour Cream with a dash of Kaitaia Fire.

Do us a flavour In 2010 Bluebird held its “Do us a flavour” competition, where entrants were tasked with creating a new taste for the traditional potato chip.

The four final flavours picked by the judges are Cheesy Garlic Bread, Butter Chippin’, Paua Fritters with Lemon Wedges and Sunday Roast.

The winning entry was Sunday Roast (the crispy bits in the bottom of the pan) from David of New Plymouth and this flavour has since remained on supermarket shelves.

Bluebird Foods Ltd 124 Wiri Station Road Manukau City Auckland T (09) 262 8800 Consumer Enquiries 0800 730 123 (10am to 7pm Mon - Fri) — Advertising Feature

CONGRATULATIONS TO BLUEBIRD FOODS ON THEIR 60 YEAR ANNIVERSARY It is with pleasure that New Zealand Starch continues to supply Bluebird Foods with glucose and starch products proudly manufactured in New Zealand. We thank Bluebird Foods for their ongoing support and we look forward to servicing their future needs for many years to come.

NZ Starch Limited | Ph: 09 634 2119 | www.nzstarch.co.nz

www.wellingtontoday.co.nz August/September 2013 | 39

Focus | What successful people do is that you intend to hit by the due date. For long term projects – what is the desired milestone that you want to reach by the end of this quarter? Is it clear to everyone at which point they can pop the champagne cork this quarter to celebrate achieving that specific milestone?

Balance optimism with realism Set yourself up to succeed. Set realistic goals and due dates that take into account that you will also need deal with any fires that come up along the way - yet still achieve your milestones. Don’t underestimate the difficulties and challenges you will face along the way. Your colleagues are counting on you. Only make promises you know you will be able to keep.

What successful people do What are the reasons that some people (and companies) reach their goals, while others never seem to fulfill their potential?

Playing to your natural strengths and talents is one of the major keys to success – this is doing the things that come naturally and easily to you – the things that you really enjoy and find fulfilling.

In addition, successful people achieve their goals not only because of who they are, but more often because of what they do.

Make time for strategic execution

By Stephen Lynch Here is our take on what successful people (and companies) really do: Be specific When you set a goal, make it obvious exactly what you want to achieve and by when. Just expressing an outcome (say, sell 100 widgets this quarter) is not as powerful as expressing your goal as a specific, tangible project that will achieve the desired outcome when successfully implemented.

Champagne test Goals and projects should be expressed in a way that it is obvious what the finish line

“Business as usual” must keep happening in the meantime. You still need to create opportunities, make sales, deliver products and services and collect money – the stuff you do every day to pay the bills. But then you also need to make time (I suggest dedicating half a day every week) to take specific meaningful actions that will move your strategic priorities forward.

You must track exactly how far you have come and know exactly how far you have left to go. Measure your progress every week. Are you on schedule or do you need help? Are you behind schedule and in danger of missing your due date? Be honest and confront the brutal facts. Don’t wait until the near the due date to signal that you are running behind.

Man up!

Show that you have the grit to do what it takes, to overcome the obstacles and get it done. The more you exercise your courage muscle, the stronger it becomes. There are things we have to do that we don’t particularly enjoy doing in order to achieve success – but you have to “eat your veggies” before you get to have any dessert.

Celebrate achievement You do pop the cork when projects are implemented or goals are reached don’t you? Make sure you praise and appropriately recognise achievement. Put away “the whip” and enjoy those moments of success.

Knife and fork it What one action can you complete by the end of the week that is going to move your progress forward another step? Be specific. It needs to be a binary (yes/no) action that is within your control that you can check off and be held accountable for saying, “yes, I completed that action this week”.

Design Club NZ

40 | August/September 2013 www.wellingtontoday.co.nz

Measure progress

Stephen Lynch is the chief operating officer of Global Operations at RESULTS.com.

Information kindly provided by RESULTS. com: www.results.com

Focus | Fine Signs

Signs of the times Signage is one of the oldest, yet most modern and popular mediums of expression.

It’s owned a place in the commercial consciousness since the dawn of business and the intense market rivalries experienced across global industries have meant signage has had to move with the times.

up to be a strong, successful market leader in the Petone area.

Like her dad once was, Nicole is an apprentice working for her parents and her natural photography and design skills indicate that she’s got the gift of the gab. Phil works on managing the business and works with Russ on developing the company’s portfolio and completing the work at hand.

“I can give Russ anything – design, wrapping, manufacturing, sales work – he can do it all because he is incredibly experienced.

“Having said that, we don’t just specialise in hand crafted – we specialise in everything.

We know we need to in order to remain competitive.”

Phil believes constant learning is what underpins the company’s success and an intensive knowledge and skill-set brought to Fine Signs by its team is what has kept it growing and evolving.

“Often you look around at the decal signage put up by less experienced companies and it is peeling off because of the application style or surface. I know I can sleep at night because we are completing jobs to the highest possible standard.”

It is the company’s impeccably high standards that have earned it respect above and beyond what the team could have anticipated. In 2012, Nicole Swain scooped the National Sign Awards Gold Apprentice Award and the business picked up two silver awards for the work it has done.

Bigger, better, bolder, brighter – great signage is about staying one step ahead.

Anne, in the words of Phil, “Keeps us all on our toes!”

Great signage is also the forte of one fine looking little business. In fact, this savvy New Zealand company is fine by name and by nature – just call it, Fine Signs.

“Anne and I started the business in 1983 after our big OE travelling the world. I’ve always “We have received approximately 20 National been interested in art and drawing and I Sign Awards over the years and we are very originally started out my career in sign-writing as an apprentice working for a big display firm specialising in expos.”

A family affair One hundred percent New Zealand owned and operated, Fine Signs specialises in a comprehensive range of services including computer cut graphics, vehicles, hand crafted signage and digital imaging. It can also offer its clients frosted etch glass graphics, illuminated signs, graphic design and dimensional lettering.

Fine Signs modus operandi is to help other businesses stand apart from the professional pack.

“Everyone needs strong signage – it is normally the first impression a customer will have of a business and signage tells a lot about that business,” owner and operator Phil Swain says.

Fine Signs is a family affair; mum – Anne, dad – Phil, daughter – Nicole, and associate Russ Byford, (who is practically blood), are the dream team with a flair for creativity that is most certainly genetic.

Their business baby, Fine Signs, was born from the humblest of beginnings, but it has grown

proud of that fact. We are also incredibly proud of Nicole.”

The business’ success is also palpable in its customer relationships with 80 percent of the jobs on Fine Signs books relating to repeats and referrals. “Some of these customers we’ve had since the first week we started the business in 1983 and I went out to meet with them,” Phil says proudly.

“Our focus now is to continue to streamline our operation, keep our finger on the pulse with developing trends, go to more overseas expos to find out what’s new, and paint our business so we can really show the industry and potential clients what is possible with sign writing.”

Fine Signs PO Box 30962 Lower Hutt T (04) 939 0306 E phil@finesigns.co.nz www.finesigns.co.nz — Advertising Feature

It was during this preliminary training that Phil discovered a passion for hand crafted signage; a traditional skill that has resonated throughout the ages, despite the introduction and proliferation of digital methodologies.

“The competition in our area of work has fluctuated in Petone over the years. At one stage we were the only one and then there were a number of players. Today we are really proud to still offer handcrafted work – we are one of the few who do.”

A stand out It is this specialist skill that has seen the business earn significant respect in the eyes of its competitors who are happy to refer on customers looking for that special touch available at Fine Signs.

“Hand crafted signs are very much able to stand the test of time – you get many years out of this type of work and it looks incredibly clean and sharp,” Phil explains.

www.wellingtontoday.co.nz August/September 2013 | 41

Focus | Museum of Wellington City & Sea

“We are very proud of the recent nomination in the top 50 museums in the world and to be New Zealand’s only entry was magnificent. The panel of judges were of such high calibre and accompanied with recent flattering feedback from trip-advisor.com our endorsements and testimonials of late have been very noteworthy.”

A slice of Wellington history The museum stands prominently on the waterfront of Jervois Quay, in the picturesque old Bond Store building. Beautiful architecture, befitting for a museum, captures the eye before capturing the imagination of all who enter. The three storey building is an eclectic mix of maritime and cultural history depicting the past of our city by land and by sea.

History in the making They say to know more about our future we should get to know our past, well, Wellingtonians have the opportunity to do just that at the Museum of Wellington City and Sea – recently voted one of the top 50 museums in the world by a reputable panel of judges for the UK newspaper The Times.

The top 50 museums in the world list is headed by The Smithsonian Institution in Washington, USA, and includes many other distinguished establishments including the Imperial War Museum and the American Museum of Natural History. To be named alongside such high calibre historic establishments is an honour for the Museum of Wellington City and Sea, not to mention being another tourist drawcard for the capital.

The Times used an illustrious panel of highly regarded experts in their field including historians, prize winning authors, cultural critics and art critics.

creating unique experiences © Mark Meredith

p: 04 380 0010 e: all@workshope.co.nz www.workshope .co.nz

42 | August/September 2013 www.wellingtontoday.co.nz

The northern hemisphere dominated the list with only a handful of southern hemisphere museums listed, including Australia’s offering; The Australian Museum in Sydney. Officially ranking at a very respectable number 41, New Zealand’s only museum to make the list even beat off the competition from world renowned institutions such as the Intrepid Sea, Air and Space Museum in New York (placed 46th).

Understandably, this badge of honour will be worn with immense pride. The Times described Wellington as having a “tiny population yet a great heritage” and recommended seeing the museum’s show focussing on the Maori creation legends, A Millennium Ago. Museum director Brett Mason is well aware of the kudos such recognition brings to the city and the museum wants to leverage from this worldwide success and continue to be the home of Wellington’s stories.

The structure itself also has a rich history; a heritage building designed by leading architect Frederick de Jersey Clere (whose work can be seen along the waterfront in variety of different buildings), is a former cargo warehouse which serviced the harbour’s former industrial trade routes, and the building was also utilised as the head office for the former Wellington Harbour Board.

Telling Wellington’s stories The Museum of Wellington City and Sea offers a diverse range of experiences, from time travelling to our city’s former years, to a more modern take on the region with guided expeditions – it’s the complete package for visitors who want to experience Wellington, past and present.

Take a walk through the ages as the Twentieth Century gallery explores the ever-changing landscape of Wellington during the last 100 years. Discover early Wellington through the eyes of a student in a classroom during the 1900s, or pick up the phone and hear voices from a century ago.

“

Understandably, this badge of honour will be worn with immense pride. The Times described Wellington as having a “tiny population yet a great heritage” and recommended seeing the museum’s show focussing on the Maori creation legends, A Millennium Ago.

”

Focus | Museum of Wellington City & Sea

The ability to re-connect with the generations who built our city is an invaluable experience for current residents of our city to tap into the local vein of knowledge and for outsiders, it’s a glimpse into nautical, historical and traditional New Zealand.

The cinematic experience brings the city’s past to life through Maori myths, (Maori Creation Legends – screens every 30 minutes) recommended by The Times judges. A moving memorial tribute to the tragic 1968 Wahine ferry disaster is shown on the maritime floor and this also screens every half hour.

The ever-changing displays and exhibitions keep visitors returning to educate and marvel at the museum’s offerings.

The ‘ship and chip’ voyage through Wellington’s harbour is a popular option for the whole family. Operating seven days a week, departing at 11am and finishing at 3:45pm, the delightful tour of the city’s harbour also includes a serving of fish and chips, the classic Kiwi favourite.

“

The new museum is a space that is dynamic and experiential, changing and theatrical rather than static and monumental.

Redevelopment

”

Progression is on the horizon at the Museum of Wellington City and Sea, even after such global recognition the management believe it’s not time to rest on their laurels. With the recent top 50 nomination to leverage from, the museum is looking to expanding to greater heights – the 500 sqm top floor to be specific.

The fourth floor of the old Bond building was scoped to be part of the museum in the Tales and Rails is another escorted tour ran in 90s until the developers decided to tenant conjunction with the museum. Beginning with the roof and provide office space to deliver a tour of the Museum of Wellington City and an alternate revenue stream. The forward Sea, the dedicated ‘gripman’ (a vital role that thinking team at the museum has decided it’s entailed the control of the cable car brakes), the ideal time to add another dimension to will guide the passengers around the city, the hugely popular tourist attraction of stopping for refreshments and to marvel at our city. the breath taking views of Wellington.

The corporate world meets history The Museum of Wellington City and Sea offers unique opportunities for the corporate and business world to completely reserve the whole museum for a function or event.

This remarkable opportunity to book a world renowned museum as part of an evening’s entertainment is surely a standout option for an unforgettable function and at only $500 per hour (minimum three hours), it ticks many boxes as a venue.

The museum can accommodate up to 350 guests and food and drink can be consumed in many areas as guests make the most of being inside one of Wellington’s historic landmarks.

When the planned redevelopment of the top floor is complete, there will be one more exciting after-hours venue for Wellingtonians to take advantage of.

The museum has applied for funding through a few avenues including the Ministry of Culture and Heritage and the Lottery fund, hoping to raise capital to recapture the entire Bond Store building.

The move represents the ever experimental attitude of the museum which actively attempts to keep the establishment in touch with the modern world, even utilising the powerful draw of social media by providing a pre and post museum experience. A pop-up café housed in the museum last summer also acted as an indicator that visitors would spend time and money relaxing over a beverage in the building itself.

Brett strongly encourages innovation and experimentation to keep the museum part of the fabric of Wellington. “We like to think we’ve established ourselves in the community and offer a thought provoking perspective on the history of Wellington. The redevelopment will further our intention to change with the times and become a recognised, respected museum for our city and for New Zealand.”

The emphasis on the visitors needs is a key focus for The Museum of Wellington City and Sea. The new space will adapt to the changing expectations. “The new museum is a space that is dynamic and experiential, changing and theatrical, rather than static and monumental,” he says.

The top floor By stripping back the wood ceiling and revealing the true character of the building, the top floor will rekindle the authenticity of the old Bond Store and house an exciting feature named The Long Table. The Long Table will be the ‘brain of the museum’ - a social area where visitors can further connect to the overall experience and communicate with each other.

It certainly is exciting times at the Museum of Wellington City and Sea. The recent adulation of the museum is certainly a reflection of the hard work and effort that has been focused on improving the visitor experience.

It’s safe to say the one million plus visitors since 1999 is a figure that will continue to increase over time.

The Museum of Wellington City and Sea is undoubtedly creating history before our very eyes, make sure you pay a visit and experience the evolution first hand.

Museum of Wellington City & Sea 3 Jervois Quay Queens Wharf Wellington T (04) 472 8904 www.museumswellington.org.nz — Advertising Feature

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To book phone: 04 472 8904 www.wellingtontoday.co.nz August/September 2013 | 43

Hospitality | Drexels Wellington

Downtown diner If you just whisper the word ‘Drexels’ in Christchurch, the ears of good food addicts prick up instinctively.

This fabulous little breakfast diner has been the hottest name on hungry lips since way back when and it’s starting to make its way into the hearts of grateful Wellingtonians.

Drexels crossed the Strait in 2012 when Mother Nature threw her toys out of the cot in Canterbury, big time, and took Drexels’ infamous Hereford Street restaurant with it.

The plan was always on the restaurant’s radar to have a South and North Island presence and today, that vision has well and truly been achieved with a foot in both Christchurch and now the capital.

An American flavour Drexels is based on the traditional American diner – minus the jukebox, roller blades and Grease-esque girls in pinnies. It’s got a spunky personality with great food to boot.

The specialty restaurant is characterised by diner themed décor with short order cuisine.

Think homemade hashbrowns, bacon bagels, chicken enchiladas, breakfast and classic pancakes – and that’s just scratching the culinary surface of what’s hot at Drexels.

The brainchild of Norm and Vee Drexel, this iconic New Zealand institution has served up more than 10 million breakfast since its inception in 1986. Vee, a London trained chef, brought the cooking capability to the diner and Norm brought years of diner hopping experience into the food fold.

The original restaurant was nestled in the Shades Arcade before its increasing popularity inspired a growth spurt and necessitated relocation to its Hereford Street residence, where it remained for many years before the Canterbury earthquakes forced an untimely closure.

Of the business’ adventurous concept and Norm and Vee’s unique vision, current owner and operator Emma Godfrey says, “They really did take a punt when they originally opened in Shades because Kiwis were more likely to get up and have their marmite on toast than go out for breakfast.”

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On the move These days Godfrey is the key ingredient in the Drexels mix and has had grand ambitions for the business since she came on board 13 years ago.

With franchise expertise under her business belt and strong business smarts, Godfrey knew that the Drexels empire was destined to grow, but that it would take time and careful consideration.

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44 | August/September 2013 www.wellingtontoday.co.nz

“The plan to open in Wellington always existed – we wanted to take the concept beyond Christchurch and we had timeframes for this, but when earthquakes happen and babies come along, sometimes these timeframes change,” Godfrey quips of the journey.

The most important thing for the business when it came to expansion into the North Island was for the Christchurch and Wellington branches to mirror each others - not so much in form, but most certainly in function, so that the brand would still command the attention and admiration it deserves.

“The one word I hear from people when they are describing Drexels is ‘consistency’ and from a management point of view, and in regard to the mantra I offer my staff, this is exactly what we are wanting to achieve,” Godfrey confirms.

“We ensure customers are seated and served their drinks and offer them some hot toast and whipped butter while their food is cooked to order. We wanted to adopt the same service philosophy in Wellington because this is a critical and integral part of the Drexels identity.”

Wellington was the obvious choice for a new branch given its close proximity to Christchurch and busy environment bustling with corporates and creatives on the run.

“Wellington is closer to home than the likes of Auckland and I have worked in Wellington before so I know the market well there,” Godfrey explains.

“Wellington is also incredibly accessible whereas Auckland is so geographically vast.

The look in Wellington is complementary to Christchurch – the footprint is exactly the same and the kitchens mirror each other.

“Aesthetically it also has a familiar feel and we’re actually based down on the basement level of a building, so people walk down into the restaurant from the street level – a bit like the bar in the television show ‘Cheers’”.

As expected, there have been a few challenges that have come with the new territory, but as per her usual style, Godfrey has risen to the occasion and says the restaurant is working hard to earn a place in the hearts and minds of its new market.

Hospitality | Drexels Wellington All about Drexels

“We are aiming to look after the corporate market – a lot of business people who are in a hurry and need great food fast.

“Having said that, we make everything from scratch and with love, so we can almost guarantee we’re not going to serve our food in five minutes. But we want people to love that about us and understand that the Drexels’ dining experience is about getting the whole package.”

The service philosophy at Drexels is what governs its entire operation and the team is committed to doing things to the highest standard and won’t be caught out cutting corners – ever.

“For us, it’s about offering the best dining experience too and this doesn’t happen in five minutes flat. Wellingtonians are adjusting well to our service style too as it is a little bit unique to what they might be used to,” Godfrey says.

“A lot of training has gone into the service we offer. I am also very hands on with the business and like to be out on the floor with all of the staff serving and greeting our customers. That is my management style – I like to be a strong leader.”

To its pleasure and surprise, the restaurant in Wellington is also seeing a lot of Drexels patriots through its doors who have

themselves moved from Christchurch to the capital.

“We find that some of our clientele are excantabs. We often get people coming in very excited saying, ‘Wow, you guys are here! I remember going to Drexels in Christchurch every single weekend while I was at university. They are so happy that we’re in Wellington and come in weekly or sometimes even daily,” Godfrey says proudly.

As its following continues to grow, Drexels is digging in its heels in the best possible way, committed to its new and old locations.

“We are in Wellington for the long term - it’s not just something we decided on spontaneously,” Godfrey confirms. “I’m staying as hands-on with the Wellington restaurant as I have been with Christchurch – both deserve careful consideration and the same levels of attention.

“I’m really passionate about my business and providing really good service. At Drexels we know we are in hospitality to be hospitable so we aim to get it right – it’s about owning what you do.”

Needless to say, Drexels and its customers are in good hands.

Drexels is open Monday-Friday from 6.30am-2pm and Saturday and Sunday from 7am-2pm. Bookings are advisable.

•

Established in 1986

•

Restaurant branches in Christchurch and Wellington

•

More than 10 million breakfasts served since inception

•

All day breakfast served until 2pm with an additional lunch menu.

Drexels 32 Waring Taylor Street Wellington T (04) 499 5242 E emma@drexels.co.nz www.drexels.co.nz

— Advertising Feature

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www.wellingtontoday.co.nz August/September 2013 | 45

Hospitality | Ortega Fish Shack & Bar

Hospitality | Iberia Restaurant

More than just a

fish shack

Despite the name, Wellington’s Ortega Fish Shack and Bar is more than just a place to get your newspaper-wrapped package of fish and chips.

This established Wellington favourite is making a name for itself as a quirky charming place that efficiently serves up flavourful food with a difference.

Ortega, is what happened when chef Mark Limacher and his son-in-law and maitre’d, Davey McDonald came together, using their longstanding love affair with food.

Mark offers guests a menu, designed to provide an innovative twist to old time kiwi favourites while Davey creates a relaxed, eclectic and professional atmosphere.

A family business Since this family-owned and operated business, opened four years ago, it has certainly made a mark on the Wellington scene; attracting a mixed pot of clientele, from the solo diners who enjoy being cared for at the bar, to groups of corporates looking for a night of full service done well.

It helps that the team behind Ortega has proven experience working together in the hospitality industry, firstly at the Roxborough Bistro and the Café Bastille, both well known icons in the Wellington restaurant scene.

While Mark keeps himself busy in the kitchen, alongside head chef Regnar Christensen, his wife Helen takes care of the administrative side of business and his daughter Anna works as the jack of all trades, hosting in the restaurant alongside her husband Davey or working with her mother in the office.

The food philosophers Together this dedicated team works to ensure guests leave Ortega happy. “Our philosophy is rooted in a genuine and life-long love of food, wine and good times around the table,” Mark says.

“It is our absolute passion and joy to serve up good tucker, find drinks and look after people

who truly enjoy these good things in life. We aim to deliver the full experience so you don’t leave saying it was great, but…

“Everything from the décor to the bar, to the wine list and the service is designed to make your evening at Ortega a memorable one for all the right reasons.”

Three years on and Mark and Davey are still just as excited as they were on day one and with Ortega being nominated for numerous awards during the past three years, it’s clear that they definitely have something be excited about.

With such a passionate team looking after its guests, once you walk through Ortega’s enticing doors all that is left to do is sit back, relax and enjoy a refreshing drink from the eclectic and extensive drinks list, while meandering through the scrumptious food menu.

Tasty fare As its name suggests, seafood is a staple on Ortega’s food menu, including luscious, melt-in-your-mouth Marlborough Salmon to a classic roasted terakihi dish. However, for those who prefer meat or vegetarian dishes, the Ortega team promises you will leave just as satisfied, with the alternative dishes they have to offer.

“Fish and gorgeously fresh seafood has always been a favourite for all of us, so we wanted to create a place that is fun and relaxed where we can serve up some fresh fish, seafood, other great dishes and be able to look after our customers as we think they would like to be looked after,“ Mark says.

Open for dinner Tuesday through to Saturday from 5:30pm till late and closed on Sundays and Mondays.

Claim to fame

Inside the world of

Iberia

Wellington is a city well known for its eclectic culture, wild art, crazy fashion and great mix of ethnically inspired cuisine.

Newcomer on the local hospitality scene, the Iberia Restaurant and cafe, is proving itself to be no exception. Iberia offers guests a casual, yet quality experience in its warm, ambient setting at the new Sun Court Complex on Masterton’s Queen St.

Marlon Tortoza and Massa Deli Kitchen’s Wayne Della Barca, opened in early 2013.

Together the two have joined forces to create the new 70 seater, cafe and restaurant that has quickly become a regional favourite in Masterton.

Masquerading as a cafe by day and a restaurant by night Iberia has something to offer Wellingtonians at any time of day.

Whether in search of a quick fix of caffeine, a casual lunch or a complete three course dinner, Iberia can provide.

An enticing menu, with a mix of Spanish, Brazilian, Italian, French and good old fashioned Kiwi influences, makes Iberia a must try. Favourites on the menu include the authentic Italian styled pizzas, great pasta and an ever-changing range of cabinet food, during the day, which keeps guests coming back for more.

Iberia, the brainchild of two wellknown Wellington culinary geniuses, Tripoli’s

Open seven days a week 8am - 10pm

Ortega Fish Shack and Bar 16 Majoribanks St Wellington T (04) 382 9559 www.ortega.co.nz — Advertising Feature

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Iberia’s high reputation appears to have spread as far as the celebrity world, with a visit by actress Kate Winslet and director Peter Jackson, earlier this year.

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Testimonial “Iberia hasn’t been open that long and was in the news last week as Kate Winslet and Sir Peter Jackson stopped for coffee. Good Mojo coffee and an extensive pizza menu are highlights.

There are of course other items on the menu and they have a food cabinet as well. I’ve enjoyed scrambled egg for breakfast a couple of mornings. A variety of seating options - from outside on the footpath, leaners, ordinary tables, couches with coffee tables and an area that can be curtained off at the rear of the premises if you want to eat or meet in private. A good place to go for coffee or a meal at any time of the day.”

- John S, February 16, 2013 on TripAdvisor

Iberia Restaurant Sun Court Complex 229 Queen St Masterton T (06) 370 9285 E Info@iberia.co.nz www.iberia.co.nz

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Transport & motoring | Diesel & Turbo Wellington

Running on all cylinders The phrase ‘fuel injection’ might boggle the minds of many, but the concept certainly isn’t beyond our comprehension. How can it be? The benefits of its existence are everywhere we look. They are, quite literally, the technologies that make our world go round.

Fuel injection, if you described it in the most simple of definitions, has become the primary fuel delivery system used in diesels. It is also the forte of one New Zealand business that has earned the title of leading diesel fuel injection service provider in its field.

Diesel and Turbo Wellington is a company where the pedal is truly to the metal - no pun intended. It’s a business where growth and diversity isn’t a maybe; it’s a definite – and a definite priority at that.

Diesel and Turbo Wellington’s forward thinking has earned it significant kudos not only in this area, but also in turbo servicing and industry based sales too.

It’s a traditional company with a modern heart and in 2013, Diesel and Turbo Wellington is reaching a pivotal milestone – a quarter century in the commercial game.

And the best part is - it’s showing no sign of slowing professional pace.

Up and running Established in 1988, back during a time when fuel injection technology was evolving, Diesel and Turbo Wellington’s owner and operator Keith Lorimer saw a bright future for the industry.

“We are based in Petone, Wellington and have more than 100 years’ experience that is dedicated to helping our clients go further,” Keith confirms of the business primary directive.

Relationship building is a critical part of what Diesel and Turbo does internally and externally. “The staff are like family to me – we invest significant time, money and resources into their training and into the acquisition of the best technology we can get to ensure they can do their jobs to the best of their ability,” Keith says.

A cut above He describes the service offered at Diesel and Turbo Wellington as “second to none” and rightly so.

Offering electronic fuel injection services, turbocharger services, electronic diagnostics, emission testing, pre-purchase engine appraisals, vehicle servicing, EFI fuel injector cleaning and mechanical repairs, you could be forgiven for asking if there is anything Diesel and Turbo Wellington doesn’t do.

In this industry the answer is ‘probably not’ – the business has all its bases well and truly covered – and then some.

“For us it’s all about best performance. We offer services like EP fuel injection because injectors in Petrol EFI cars can suffer from build-ups leading to poor performance and fuel economy and cleaning them will increase a vehicle’s performance.

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Fuel shop We are Bosch, Denso, Zexel, Delphi and Stanadyne Authorised service centre. Our factory trained technicians along with the latest in electronic test equipment ensure quality and prompt professional service, making Diesel and Turbo Wellington New Zealand’s leader in the service and repair of electronic fuel injection systems.

Ph. 045689218

F. 045685130

Workshop Our specialist diesel vehicle service and repair centre is equipped with the lastest electronic diagnostic equipment, like the Hartridge DST2, Bosch KTS 550 and Bosch BEA emissions tester. From diagnosis to repair our factory trained technicians can do it all.

E. info@dieselandturbo.co.nz

Transport & motoring | Diesel & Turbo Wellington brands like Donaldson, Ryco, Luberfiner, Racor “We are also Wellington’s premier turbocharger sales and service centre, for cars, and Sakura.

SUV’s, light and heavy trucks and As Wellington’s distributor of Caltex oils, the marine machinery.” company has an extension range of products Diesel and Turbo Wellington is also keenly in store along with strong technical support, sensitive to its physical environment and prompt service and delivery capacity. the growing demand for environmental awareness across industries, so the company’s Diesel and Turbo Wellington also stocks Groz lubrication transfer equipment including technicians are trained to test and tune grease guns and diesel fuel transfer pumps. vehicles for minimum emissions and Glow plugs, tools and consumables including maximum performance.

CRC and Moreys products are also in the mix, “Our pre-purchase engine appraisal service as well as batteries and more. also gives our customers confidence when “We can help with a single filter right through making significant investments and gives to complete workshop lubrication. We have them the opportunity to avoid unforeseen access to the latest technical information to problems post-purchase.” help ensure your fleet stays on the road.”

As agents for Garret, IHI, Mitsubishi, Schwitzer, KKK , Holset turbochargers, the 25 years and going strong business’ highly trained technicians can help troubleshoot, diagnose and recommend So, with all that said, what’s the trick to not options for repair, replacement or only surviving for 25 years in a competitive upgrading turbochargers. industry, but excelling in it too? “You definitely need a good business plan,” Keith “Our primary goal across the entire business begins. “Having cash flow is critical too, as is is to provide a quality product and service, as well as competitive prices. We pride ourselves recruiting the right personnel for the job. and these factors and these are the elements of our business that enable us to retain a competitive edge in a highly competitive industry.”

With its class leading brands, products and services, Diesel and Turbo is able to ensure the highest level of satisfaction.

Like its service offering, the business’ part sales range is comprehensive. In a filtration capacity, Diesel and Turbo Wellington sells the city’s largest range of filters from leading

“Ultimately, we know our clients, who are businesses or individuals with their own goals, needs and expectations and want to be assured that they are dealing with a company which is reliable, honest and knows what it is doing – we do.

In short, Diesel and Turbo Wellington’s total service commitment comes down to one simple but valuable equation – vehicle diagnostics + product repair + product testing = satisfied customer.

Relationships Diesel and Turbo Wellington is a dealer for Caltex lubricants, Morey’s lubrication, Damar chemicals and solvents, Super Shine truck grooming products and CRC products.

On offer Sophisticated technologies Modern high-tech workshop features the latest in computerised test equipment including the Bosch EPS 815 and the Hartridge AVM2-PC test stands.

Professionally qualified staff Modern diesel repair requires staff who know the state of the art technology.

“Our technicians are highly qualified and manufacturer trained so we can provide uncompromising service.”

It also works with Denso fuel injection, Bosch fuel injection, Delphi fuel injection, Racor filtration, Ryco filtration, Donaldson filtration, Luber finer filtration, Sakura filtration and Wix filtration.

Products The company’s Wellington store stocks more than 60,000 litres of oil and its fleet of trucks are ready to deliver or pump for a client’s requirements.

Quality that shows “We stand behind our work. To show that, we offer a 12 month or 50,000km (whichever comes first) warranty on all our diesel fuel injection servicing.”

Diesel & Turbo Wellington 63-65 Waione Street Petone Wellington T (04) 568 9218 E info@dieselandturbo.co.nz www.dieselandturbo.co.nz — Advertising Feature

Diesel Distributors are proud to support Diesel & Turbo (Wellington) Ltd and congratulate them on their Fantastic “25 years” in business.

We look forward to supporting them for many more years to come.

In our opinion Diesel & Turbo is a fantastic business which is made possible by having a great team working together.

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www.wellingtontoday.co.nz August/September 2013 | 49

Transport & Motoring | Wellington Combined Taxis

From A to B with

complete ease

It’s time to hail Wellington Combined Taxis as the company celebrates its 20 year anniversary.

A nomination in this year’s Gold Awards further cements the success of a taxi fleet that has grown to become the second largest in New Zealand.

The 20 year journey has been one of constant expansion and evolution for Wellington Combined Taxis (WCT). A merger to create a unified taxi company led rebranding in 2006 and the launching of the ‘blue bubble’ brand – the iconic symbol the company is today instantly recognisable by.

In 2010 the brand was expanded with a national initiative based on the principal that a top tier taxi company should be instantly recognisable in different cities. For example, a Wellingtonian can travel to another city and recognise the blue bubble on the roof as a badge of safety, quality and reliability.

With 500 business class vehicles operating in the greater Wellington region, the fleet completes more than three million journeys per year and the customer service centre handles some two million calls. WCT also owns Co-Op Shuttles which has a fleet in excess of 30 vans.

So as the double decade anniversary rolls over, here is a look at the pioneering efforts made by WCT that ensures its popularity as the number one fleet in the capital.

The golden touch A recent nomination in the Gold Awards is testament to the company’s long list of ventures which include a reduction in vehicle emissions and an increase passenger safety.

WCT was the first New Zealand taxi company to install security cameras in all its vehicles and the first taxi company to be certified as Carbon Neutral by carboNZero. Eftpos facilities are also available in all vehicles for passengers’ convenience.

CarboNZero The pride of being accredited as New Zealand’s first carboNZero (carbon neutral) taxi company has certainly set the bar high for WCT competitors, but also for itself.

As the company and its fleet grows the standards that have been adhered to and promoted must be maintained and surpassed.

This means Wellingtonians can now look for the blue bubble and think green.

Reducing greenhouse gasses was at the forefront of WCT’s ideas before green came

LEADING THE WAY

SAFE, RELIABLE AND CONVENIENT TAXI SERVICES. p. 04 384 4444 | www.taxis.co.nz 50 | August/September 2013 www.wellingtontoday.co.nz

Transport & Motoring | Wellington Combined Taxis

into fashion. And the company has also had its finger on the pulse and preferred to stay ahead of the taxi game.

Safety is paramount All taxis are allocated a cab number which they must display as part of New Zealand Transport Agency (NZTA) requirements. This helps with any issues including lost property such as phones, keys or other vital personal items.

The WCT company website, www.taxis.co.nz outlines how to make sure you have a safe ride every time you hop into a cab.

The physical aspect of safety is underpinned by a strong ethic to monitor each individual

journey for the peace of mind of the passenger. Up to date GPS systems are fitted in all cabs so WCT can track each and every one of its vehicles at any given time.

All drivers have emergency safety buttons linked directly to the WCT customer service centre should the driver need to use it. Even before your journey begins, WCT records all phone calls should there be an issue arising from the time of booking.

With a strong ethical foundation to reduce carbon emissions, stay green and provide the best service in Wellington, it’s no wonder the company is celebrating its first 20 years – with the emphasis on first.

www.wellingtontoday.co.nz August/September 2013 | 51

Transport & Motoring | Wellington Combined Taxis

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52 | August/September 2013 www.wellingtontoday.co.nz

The future As WCT looks to the next 20 years plus, the blue bubble taxis will undoubtedly be at the forefront of the next wave of transport focused ingenuity. Safety and carbon neutrality are the first steps in securing the mantle of Wellington’s premier taxi company.

WCT aims to uphold its corporate responsibility while simultaneously offering the end user a smooth, safe ride throughout the city.

A taxi number is a prerequisite for every mobile phone, because you never know when you may need the services of WCT - so here it is: (04) 384 4444 Wellington Combined Taxis Ltd PO Box 16 126 Wellington T (04) 384 4444 E www.taxis.co.nz — Advertising Feature

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THE NEW ZEALAND TAXI FEDERATION CONGRATULATES

WELLINGTON COMBINED TAXIS ON ACHIEVING 20 YEARS OF OUTSTANDING SERVICE TO THE WELLINGTON COMMUNITY.

Transport & Motoring | Gazley

The car industry, here or abroad, takes no prisoners. It’s a competitive environment where only the strongest commercial competitors win gold. Gold, in this arena, represents an unbeatable reputation and client-company relationships that are predicated on trust, efficiency and reliability.

The Gazley car dealership in Wellington is defined by these qualities and, in fact, makes it a priority to perfect these qualities through and through.

Following its recent investments in new building refits and showrooms at its sprawling premises in Te Aro, Wellington, the Gazley team is demonstrating just how much these qualities mean to them in terms of both form and function.

Incomparable service Gazley retails new and used vehicle brands including global giants Nissan, Volkswagen, Skoda, Alfa Romeo, Citroen and Fiat.

Gazley is Nissan’s largest lower North Island dealer and was the winner of Nissan’s Global Dealer of the year for two consecutive years, in 2010 and 2011, as voted by Nissan Japan - a first for this award.

The business has recently rebranded from Gazley Tory to Gazley – a subtle branding change that is all about streamlining its operation. “We are Wellington’s largest car business,” owner and operator Myles Gazley confirms.

“And with that size comes diversity. For some time we were embracing that diversity in our name, but now we want to simplify things by giving the dealership our last name on its own.

Gazley commits to

creating a great environment

metamorphosis – all part of the company’s commitment to its future.

“We have experienced massive growth year after year and the brands we represent, as well as our clients expect this of us,” Myles comments of the changes.

“We represent significant brands like Volkswagen; Volkswagen is the largest selling European brand in New Zealand and around the world, and the largest auto group in the world. Volkswagen’s Golf MK is this year’s world car of the year.”

As part of the new developments at Gazley, the service department has expanded, taking on an additional 12 workshop bays on the corner of Home and Pirie Streets, which is the old Mercedes and Continental cars workshop.

The new facility can also provide a Ferrari and Maserati service.

Of the expansion, Myles says, “When our customers are buying a new car, they want to, and deserve to, be in beautiful surroundings with people who are dressed smartly, delivering excellent customer service.”

In a service capacity, Gazley offers full aftercare facilities to keep customers and their cars safe on the roads. Longevity is at the forefront of the dealership’s mind and making sure customers can have confidence in their investment.

“A car investment is often the second most significant investment people will make in their lifetime – second only to buying a home. We understand this investment is very important and take our commitment to “We want to demonstrate the level of accountability that is necessary in this industry assisting in this process very seriously,” Myles explains. and at the end of the day, if your name is attached to a business, you are backing Gazley’s fully equipped service department is everything in that business.” staffed with highly trained factory technicians using the latest electronic On top of a title transformation, Gazley diagnostic equipment. has also gone through an aesthetic “My brother Oliver is also involved in the business and we both agreed we want our name to represent the business.

On top of servicing, the dealership carries out general repairs and maintenance, WOF inspections, electronic tuning and air conditioning repairs. It also offers collection and delivery service anywhere in the Wellington area, or can offer a loan car if a service is pre-booked.

Myles says he plays a significant role in the customer service frontline, never shunning responsibility or staying behind closed doors in an ‘ivory tower’. “Our customers know they can always ask for me. Every day I am downstairs on the showroom floor making sales and engaging with our customers.

“The service we offer is unparalleled.

We measure our success according to our incredible return and referral business rate – this is incredibly important to us.”

The staff morale at Gazley is second to none with a dedicated staff base working hard to uphold the business’ reputation. “One of our key successes is our staff morale – no one ever leaves here,” Myles says with pride.

“We may have had staff that have retired, or moved to another city, but the staff who work here don’t resign. We had one staff member move to Lower Hutt for work, but he missed us so much he came back.”

It seems that this respect for the business is also shared by its customers – clients who came from far and wide to work with Gazley on finding their ideal vehicle.

“We play a significant role in the corporate market and also deal with a lot of government organisations in the public sector,” Myles says of the client base.

“We are committed to working with these organisations to help them upgrade from a lot of the traditional vehicles they may own, which are typically inefficient and uneconomic, to efficient and economic vehicle fleets.

“Ultimately our staff and client retention comes down complete respect and trust. I’m a great believer that you need to treat other people how you want to be treated.”

Gazley 35-41 Kent Terrace Te Aro Wellington T 0800 668 668 E info@gazley.com www.gazley.com

— Advertising Feature

www.wellingtontoday.co.nz August/September 2013 | 53

At a Glance | Meeting on the Terrace

At a Glance | Heavenly Herbs

Business meetings

made easy

Heavenly herbs

In search of the perfect venue to hold a hasslefree business meeting then look no further than Meetings on The Terrace.

Ideally located in Wellington’s central business district with its array of rooms well equipped for any conference, function, training event, seminar or meeting, Meetings on the Terrace is the place to hold your next business event.

At your service Established six years ago Meetings on the Terrace has quickly proven itself to be one of the premier destinations in the city for any professional function, well used by a range of government, public and private businesses.

Run by an experienced and passionate team Meetings on The Terrace promises a hasslefree experience with everything you will ever need right on site. Having everything on one level makes things even easier with disabled access throughout the building, and no time wasted getting lost in lifts or stairwells.

Top class facilities Clients have a choice of three spacious larger rooms or three smaller rooms to use for the day. The larger rooms can be used as meeting and seminar rooms or for product launches or exams. The smaller rooms are more intimate, but well-suited for board meetings, breakout spaces or staff interviews.

In addition the facilities at Meetings on the Terrace offer a pleasing atmosphere that enables guests to experience the “feel good factor” spurring creative and productive meetings.

Delightful platters Meetings on The Terrace also has a specialist catering company whose menus are designed around fresh, healthy and colourful finger foods that will delight clients.

Choose from arrival drinks, to a light morning tea of sweet and savoury delights, a healthy wholesome finger food lunch or even a cocktail menu to celebrate a job well done.

Simply give the passionate team at Meetings on the Terrace a call, let them know what you want and they will do the rest.

Testimonials “Nice and easy. Haven’t had any hassles or frustration. Nice to go to a place where there are friendly people to make life easier.”

- Katrina McLaren, Ministry of Health “Charles was good at getting back to me and followed up on things I hadn’t thought about.

He ensured everything went well on the day.”

- Rebecca Keat, NZQA. “Facilitator and participant friendly venue that provides an atmosphere that supports the learning process. Also the staff are amazing from the time of booking right through to the end of the workshop. Nother seems to be too hard for them.”

- Sue Geale, Emmerson Group

How to get there Walking: From Lambton Quay come up through the James Cook Arcade. Walk through the hotel lobby and Meetings on The Terrace can be found diagonally opposite, across the street.

We are corporate caterers delivering quality catering to your office (morning and afternoon teas, finger food lunches and cocktail fare) Ph: (04) 499 6203 E: allaboutcatering@paradise.net.nz

Driving: From SH1 heading into Wellington take The Terrace off ramp. It is on your right hand side at the traffic lights on The Terrace.

Car parking is not a problem with plenty of options in the area.

Taxi: Twenty five minutes from the airport with a taxi rank across the road.

Meetings on The Terrace T (04) 917 7100 E info@mott.net.nz www.mott.net.nz — Advertising Feature

www.allaboutcatering.co.nz 54 | August/September 2013 www.wellingtontoday.co.nz

Growing up as a typical Kiwi, Maree Murphy ate her fare share of tasty white bread, jam and sweet baking. Using nature’s range of tasty herbs to supplement both her diet and lifestyle were far from this home grown, Kiwi girl’s mind.

It wasn’t until Maree reached her mid-20s when her own spiritual journey led her to investigate her level of self awareness. This helped Maree realise that she was the only one who could take care of her physical self, and what better way to do this than by using the natural herbal properties the earth so easily provides.

“I didn’t really spare herbs a thought, except for parsley and a few of the other more common ones,” she says. “However, I began to realise there was a lot more to herbs than I had though. Herbs seemed to be another piece in God’s good health jigsaw – in addition to good nutrition, water, exercise and lifestyle.”

Sharing her gift Today Maree has transformed what she learnt through her own self-transforming journey into a friendly home business that helps others to deal with their own range of individual ailments. Through her practice Healthy Herbs, Maree strives to help people keep themselves happy and health.

“I am passionate about helping people take control of their own health through learning about nutrition, herbs, exercise and lifestyle.

Many people, due to their busy lives, are left feeling stressed and run down and there are a lot of herbs that can be used to restore health”.

Using her range of well developed herbal medicine, Maree says she can help people to build up their immunity naturally with proper nutrition and herbal medicine. In addition she can help anyone wanting to lose a few kilos to get on the right track, as well as helping people deal with stress, anxiety and low energy.

Maree says research has proven that herbal medicine, which uses plants and natural plant substances, can positively improve a person’s health. “This has been done for over 2,000 years and is the primary form of healthcare for about 80 percent of the world’s population according to the World Health Organisation.”

The right balance As a trained medical herbalist, Maree uses a range of herbal medicine to help address the body imbalances that contribute to a person’s ill health.

“A medical herbalist will look at what is happening in each body system to identify the problem which has been causing the health issues. Because everything in the body is linked once this is addressed the symptoms should lessen,” she says. “The symptoms you have are simply your body’s way of telling you something needs to change.”

Heavenly Herbs Lower Hutt T (04) 567 56000 M 021 022 42055 E maree@heavenlyherbs.co.nz www.heavenlyherbs.co.nz — Advertising Feature

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MYJOBSPACE.CO.NZ | 0800 486 329 | 85 PICTON AVE RICCARTON, CHRISTCHURCH, NEW ZEALAND 8011

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