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  1. 1. Proof of the Pudding: – a key outcome of Trade NZ‟s e-Business programme Alwyn Moores, Online Services Manager New Zealand Trade and Enterprise GOVIS 2003 14th November 2003
  2. 2. Who is New Zealand Trade and Enterprise? The Government‟s trade and economic development agency, formed from the merger of Trade New Zealand and Industry NZ on 1 July Stimulates and grows the international competitiveness, profitability and capability of New Zealand businesses Promotes exporters and NZ sectors into offshore markets Offshore offices work with international buyers to source NZ goods and services and develop business partnerships Onshore staff advise businesses and exporters in the development of capability and strategies Works collaboratively with NZ regions to stimulate and grow their economic base A global network of 38 offices and ten New Zealand offices
  3. 3. The organisation‟s e-Business Strategy Drivers  Programme started in 2000 by Trade NZ. The internet was becoming an essential channel for business and exporters were looking for access to:  World markets  Export opportunities  Foreign exchange Access needed to be affordable and fair, and exporters were looking to Government to lead and facilitate New Zealand‟s entry into e-Commerce  Exporters were lacking:  Knowledge  Skills  Resources  Cost effective solutions
  4. 4. The e-Business programme‟s strategic goals Contribute to increased foreign exchange earnings Increase the numbers of exporters with an online presence Improve organisational efficiency and move many of Trade NZ‟s own services online
  5. 5. Three-pronged e-Business strategy Educate. Educate staff and clients in e-Business and its application to successful exporting using this channel. Enable. Provide a delivery channel enabling exporters to do business online and have a web presence. Facilitate. Encourage NZ‟s IT / e-Business industry to provide enabling products and services to the exporting community.
  6. 6. Delivery of the Strategy  Educate: Staff training to develop common understanding and knowledge A step-by-step learning guide on e-Business supported by a mentoring programme  Enable: portal:  Exporter directory  Overseas buyers search and enquire for products and service  Buyers, exporters and staff enter, receive, respond and track sales leads  Users can download up-to-date market intelligence, news and events Under-pinned by a Knowledge Management strategy  Facilitate: Provide exporters with information on suitable e-business products and services available in NZ via the e-Business Guide for Exporters (Roadmap) For those who are ready, provide assistance to enter e-Marketplaces
  7. 7. We connect exporters and buyers Our role is to connect businesses with other businesses. works alongside our staff in offshore markets who:  Know local market distribution needs  Are “eyes and ears” in the market  Add value with local language, undertake customised research NZTE does not fulfil orders – that is a business transaction between buyer and seller
  8. 8. Programme‟s Critical Success Factors Understanding the business Subject matter experts were assigned full time to the core project team, others seconded on an „as required‟ basis “As Is” and “To Be” processes were mapped precisely Key business users validated the work Exporters and overseas buyers provided input Development partner (KPMG/BearingPoint) facilitated and/or was involved in the process
  9. 9. Programme‟s Critical Success Factors Using the right project methodology Team:  Incubation/isolation (but constant checking with the business)  Balanced mix of skills and knowledge (internal and external)  Shared responsibilities  A real team !! Approach:  Semi-structured approach (not too rigid, not too free)  Iterative – mock ups and pilots to test design, value, functionality  Validate – business users first, clients and buyers second  Management approval only on policy changes (affecting stakeholders, roles and responsibilities)
  10. 10. Programme‟s Critical Success Factors Managing the changes Challenges - global organisation, many cultures, English as a second language New channel, new processes, new disciplines, new technology, new offerings, greater urgency Solutions  Communications - intranet, conferences, teleconferences, video, newsletters  Clear roles and responsibilities  Training: group, 1 - 1, web-based pre-records  Support team  KPIs, Job Descriptions
  11. 11. Programme‟s Critical Success Factors Re-integration (mainstreaming) Skills and knowledge transfer - comprehensive hand-over from external resources Structure - Online Services and e-Business Support Team roles clear to rest of organisation Buy-in / forewarning / (over)-communication Support: business, IT, Help Desk Expectations - KPIs, JDs Training
  12. 12. Results Operational 2400 exporters profiled 1200 sales enquiries captured 1000 off-shore buyers registered Foreign exchange results starting to come in (NZ$2.0 million to date) Better targeting of sales leads to exporters based on their preferences
  13. 13. Results Effectiveness Providing global visibility for our exporter clients at no cost Communicating more often with buyers once registered Providing exporters and buyers with visibility of enquiry progress - links offshore post staff to buyers and onshore staff to exporters Targeted promotional campaigns to market and export sectors More information to improve the quality of advice provided to exporters
  14. 14. Results Efficiency Mapped and documented all core business processes, policies etc Turning around sales enquiries far more quickly Can track and monitor core business functions Can report on how well we deliver services and who is benefiting Programmme assisted Trade NZ to receive the Baldrige Silver Award
  15. 15. What would we have done differently?  More market research  Even more mock ups  More BA resource  More usability work  Delivered core value proposition first (profiling <--> sales leads)
  16. 16. Challenges remain Change Management Marketing  Search engine optimisation  On-going marketing / promotion programmes - on and offshore  Can‟t market all exporters, all goods & services, and into all markets Continual investment  Enhancements, new functions, training  Remaining e-Business strategy components Multi-lingual Integrating with other NZTE websites Content Management – very hungry !
  17. 17. Summary MarketNewZealand is improving New Zealand Trade and Enterprise‟s business positioning and reputation. To make sure this is happening we had to: Start with a strategy, have a vision and get help from others Understand the business & confirm requirements first Involve key internal and external users early and often Ensure alignment with core processes Build a site that creates “stickiness”, reflects the brand and provides users value Address change management issues - more difficult than expected Focus on marketing and promotion to ensure the site has visibility
  18. 18. Next Steps • Review as part of the integration of former Trade NZ and Industry NZ websites • Use as the foundation for our other transactional sites as it has the richest functionality and workflow (including email and sms notifications) • Leverage the site‟s content management system for the other sites • Provide a greater level of personalisation • Consider developing the online processes further to ensure even greater re- use of market intelligence and faster closure of trade leads