The document provides findings from surveys of 100 Māori business owners/managers and trustees to identify their business goals and challenges. Key findings include:
- Māori Trusts derive business from land assets like agriculture and tourism, with average returns less than 7%. Trustees see economic goals as most important.
- Politics within the organization is seen as the biggest challenge preventing Trusts from achieving goals, along with attracting/retaining high quality leaders.
- Māori SMEs cover many industries, mostly with revenues under $1 million. Their main challenges are accessing capital and succession planning.
- Both Trusts and SMEs engage consultants mainly for accounting but invest little in leadership development,
This document announces a Governance Week conference taking place from June 10-13, 2013 at the Hyatt Regency in Johannesburg. The conference will focus on taking governance to the next level by enhancing relationships between business, government, and other stakeholders to drive economic and societal change. It will feature talks from experts on topics like the impact of socio-political issues on business, corporate social investment, the National Development Plan, stakeholder activism, boardroom governance, and regulatory compliance. Attendees will learn how to address risks, benchmark good governance practices, and network with their peers.
International Business Plan - Royal Bank of CanadaJitesh Thakur
Royal Bank of Canada is one of the largest and oldest banks in Canada. It operates primarily in North America and the Caribbean. The document discusses RBC expanding into the South African market through acquiring a non-banking financial institution. It provides an overview of the South African economy and banking sector, and recommends this acquisition strategy to gain a local customer base and assets. The marketing strategy discusses offering trade financing products online and with a value-added pricing model to differentiate RBC in the market.
1) Private equity is an alternative financing option for businesses struggling to access conventional loans due to economic downturn. It provides capital and professional advice to help businesses address challenges and create value.
2) Awareness and acceptance of private equity is relatively low in Malaysia as investors prefer conventional banking products. However, private equity is expected to play a more prominent role in tough economic times when businesses have difficulties accessing financing.
3) Potential Excelerate IntGroup (PE Group) is a Malaysian private equity firm that aims to become a world-class player in the industry. It focuses on investing in high-potential companies across Asia and assisting them with capital, consulting, and preparing for exits like IPOs to generate returns for
The CEE Fund at Christopher Newport University had a successful spring semester. Some key updates include:
- The fund grew to over $60,000 in assets under management and achieved over 20% return on investment.
- New leadership was elected, including Mitch Phillips as CEO.
- Events like the 3rd annual Financial Summit educated over 300 students on various finance topics.
- A sustainability grant was received to start a "green portfolio" focused on sustainable firms.
- Outreach was expanded, including plans to partner with the Newport News library on financial literacy classes.
Outfront layout copy; copy by Anita Tyler for University of Louisville School...Anita Tyler
This document summarizes insights from the advisory board of the University of Louisville's Family Business Center on the local business climate for 2013. Key points include:
- The local business climate is seen as "flat," "uncertain," and apprehensive. Growth is not expected to increase much in 2013.
- The biggest challenge is estate planning and tax increases, making generational transfers of family businesses more difficult.
- Opportunities exist in acquiring other struggling companies and improving operations, but access to capital remains challenging.
Workforce diversity in royal bank of canadaPayam Nasehi
This paper is my H.R. written and personal assignment, I concentrate on Canada as a multiracial country and their view to workforce diversity and i explain how companies can use diversity to improve their efficiency.
The document summarizes the services provided by The Executive Connection (TEC), a business networking group that helps business leaders overcome challenges through peer mentoring and accountability. TEC has over 20,000 members across 16 countries that meet in groups to discuss business issues. The document provides testimonials from TEC members praising how participation has helped them improve their business and leadership skills. It also shares data showing that TEC member companies significantly outperformed non-member company revenue growth averages.
This document announces a Governance Week conference taking place from June 10-13, 2013 at the Hyatt Regency in Johannesburg. The conference will focus on taking governance to the next level by enhancing relationships between business, government, and other stakeholders to drive economic and societal change. It will feature talks from experts on topics like the impact of socio-political issues on business, corporate social investment, the National Development Plan, stakeholder activism, boardroom governance, and regulatory compliance. Attendees will learn how to address risks, benchmark good governance practices, and network with their peers.
International Business Plan - Royal Bank of CanadaJitesh Thakur
Royal Bank of Canada is one of the largest and oldest banks in Canada. It operates primarily in North America and the Caribbean. The document discusses RBC expanding into the South African market through acquiring a non-banking financial institution. It provides an overview of the South African economy and banking sector, and recommends this acquisition strategy to gain a local customer base and assets. The marketing strategy discusses offering trade financing products online and with a value-added pricing model to differentiate RBC in the market.
1) Private equity is an alternative financing option for businesses struggling to access conventional loans due to economic downturn. It provides capital and professional advice to help businesses address challenges and create value.
2) Awareness and acceptance of private equity is relatively low in Malaysia as investors prefer conventional banking products. However, private equity is expected to play a more prominent role in tough economic times when businesses have difficulties accessing financing.
3) Potential Excelerate IntGroup (PE Group) is a Malaysian private equity firm that aims to become a world-class player in the industry. It focuses on investing in high-potential companies across Asia and assisting them with capital, consulting, and preparing for exits like IPOs to generate returns for
The CEE Fund at Christopher Newport University had a successful spring semester. Some key updates include:
- The fund grew to over $60,000 in assets under management and achieved over 20% return on investment.
- New leadership was elected, including Mitch Phillips as CEO.
- Events like the 3rd annual Financial Summit educated over 300 students on various finance topics.
- A sustainability grant was received to start a "green portfolio" focused on sustainable firms.
- Outreach was expanded, including plans to partner with the Newport News library on financial literacy classes.
Outfront layout copy; copy by Anita Tyler for University of Louisville School...Anita Tyler
This document summarizes insights from the advisory board of the University of Louisville's Family Business Center on the local business climate for 2013. Key points include:
- The local business climate is seen as "flat," "uncertain," and apprehensive. Growth is not expected to increase much in 2013.
- The biggest challenge is estate planning and tax increases, making generational transfers of family businesses more difficult.
- Opportunities exist in acquiring other struggling companies and improving operations, but access to capital remains challenging.
Workforce diversity in royal bank of canadaPayam Nasehi
This paper is my H.R. written and personal assignment, I concentrate on Canada as a multiracial country and their view to workforce diversity and i explain how companies can use diversity to improve their efficiency.
The document summarizes the services provided by The Executive Connection (TEC), a business networking group that helps business leaders overcome challenges through peer mentoring and accountability. TEC has over 20,000 members across 16 countries that meet in groups to discuss business issues. The document provides testimonials from TEC members praising how participation has helped them improve their business and leadership skills. It also shares data showing that TEC member companies significantly outperformed non-member company revenue growth averages.
This article profiles Jessica Cullinan, manager of financial planning and analysis at Connections Education. It discusses how she unexpectedly transitioned from accounting to FP&A early in her career and has risen through the ranks. Cullinan credits her MBA with focusing her on finance and praises her company for promoting employee development. She emphasizes the importance of communication and collaboration across departments for budgeting and forecasting. The most rewarding part of her job is building relationships across the company and finding ways to save time and money through process improvements.
This document discusses the importance of mentorship for entrepreneurs. It notes that mentorship provides guidance for entrepreneurs who need help developing skills and making important business decisions. Mentorship involves an experienced mentor providing ongoing support to help a mentee overcome challenges and strengthen their leadership abilities to ensure business success. The document also outlines some of the benefits mentors provide as well as the commitment needed to effectively mentor entrepreneurs.
TechnoServe is a U.S.-based nonprofit that works to reduce poverty by empowering people in developing countries to build businesses. It provides business advising and training to entrepreneurs and small businesses, helping them become commercially viable. In 2009, TechnoServe assisted over 2,000 businesses across multiple industries that generated $189 million in revenue, $27 million in profits, and benefited nearly 1.4 million people through jobs and purchases from small producers. TechnoServe has extensive experience working in various sectors like agriculture, tourism and energy across Africa, Asia, and Latin America.
Missing Piece in MENA’s Entrepreneurship Ecosystem Puzzle Webinar PresentationMowgli Foundation
Further to the release of our recent report, “Nurturing Human Capital: the Missing Piece of MENA’s Entrepreneurship Puzzle”, we hosted a webinar which was chaired by Tony Bury, Mowgli’s Founder and Chairman. Tony shared our thoughts and insights from the report and created an active dialogue around this key missing piece of the puzzle.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
Entrepreneurship: A game-changer post Arab Spring? Arabia Monitor publishes n...Mowgli Foundation
This press release summarizes a new report by Arabia Monitor on entrepreneurship in the Middle East and North Africa (MENA) region. It finds that while entrepreneurial activity in MENA is lower than other emerging economies, there are positive signs such as many entrepreneurs being young, educated and motivated by opportunity rather than necessity. However, obstacles to entrepreneurship in MENA include lack of access to capital, limited business training, and difficult regulatory environments. The report argues that fostering entrepreneurship could help address high youth unemployment in the region and lay the groundwork for economic growth.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
This document summarizes the fourth Regional Symposium and Awards Ceremony held in West Africa to recognize 21 influential business leaders and entrepreneurs. The event honored achievements across 8 categories and included panel discussions on doing business in Africa and youth unemployment. Awards were given out at the end to entrepreneurs in each category, including Mrs. Awurabena Okrah, Ms. Adenike Adeyanju Osadolor, and Dr. Leticia Osafo-Addo. The event was organized by African Aurora Business Network and CEO Global-South Africa to celebrate business leaders on the continent.
CPA Congress Sydney 2015 - Day Two Wrap Up CPA Australia
Michael Blythe explored the economic opportunities and pressure points for Australia and other economies over the next five years. All forecasters expect continued Australian economic growth, though below average. Unemployment is peaking at just over 6%. The rise of middle income consumers in Asia is expected to reach 1.25 billion by 2020 and demand more goods and services. There is debate that potential GDP growth rates may be lower than the assumed 3.25%, which would mean less spare capacity and less need for policy stimulus.
Māori Leaders Programme final evaluation report - july 2015Eco-Lifestle Club
This report evaluates the effectiveness of The Icehouse Māori Leaders Programme in developing the governance capabilities of 20 Māori Trust participants and the four Māori Trusts they govern. The programme involved workshops, coaching, and follow-up sessions covering governance, planning, performance, team building and management. The evaluation found the programme performance to be highly impactful, with two Trusts achieving BIQTM status and one reaching potential BIQTM status, indicating strong governance capabilities. Participant feedback was also positive, with improved skills, confidence, and application of learnings to better govern their Trusts. The report recommends continuing and expanding the programme.
The survey found that while awareness of diversity and inclusion is growing, many organizations are just beginning their journey in implementing a strategy. Most organizations either have no formal structure or are in the early stages of developing policies. There is more progress on gender diversity than other areas. Barriers to diversity in insurance are seen as stemming from its traditional image and recruitment through personal networks. Respondents recognized the need to recruit more broadly. Lloyd's role in providing guidance and promoting diversity was appreciated, with requests to share best practices, business cases, and educate leaders that diversity is a business issue.
More and more people are realising that Collective Impact is not just a fancy name for collaboration. It represents a fundamentally different, more disciplined and higher performing approach to achieving large-scale social impact. Many organisations attempt to collaborate, with varying degrees of effectiveness. It is not often that they begin their relationship with a shared definition and understanding of the key problem that they are collaborating to solve. Collective Impact initiatives have a structured methodology and process to ensure proper execution, which is where many collaborations fail.
A vital part of making Collective Impact work is investing in the economic engines of the partner organisations. This is the key lever to get everyone on board and buying into the goals and shared measurements, and also helps with ensuring that the initiative partners are financially sustainable.
Recruitment Pack that provides with a really good insight in the PRG group, our vision for the future and what fantastic opportunities are available to you.
Recruitment Pack outlining what it is like to work for iO, Panoramic and the PRG group. This will give you a really good insight into the group, our vision for the future and what fantastic opportunities are available to you.
The document provides an overview of Precision Resource Group (PRG), a staffing group operating in the UK and internationally. It summarizes PRG's history and growth since 2009, current clients and sectors, vision to be a profitable international staffing group, culture that offers exciting career opportunities, and benefits for employees including training and commission structures. The summary highlights PRG's expansion plans over the next decade to have offices globally and increase its team size significantly, offering ambitious professionals opportunities to advance their careers.
Over the course of 2017-2019, the Ye! Community undertook a series of activities in partnership with Mastercard
Foundation. This impact report details the project activities and its outcomes.
This article profiles Jessica Cullinan, manager of financial planning and analysis at Connections Education. It discusses how she unexpectedly transitioned from accounting to FP&A early in her career and has risen through the ranks. Cullinan credits her MBA with focusing her on finance and praises her company for promoting employee development. She emphasizes the importance of communication and collaboration across departments for budgeting and forecasting. The most rewarding part of her job is building relationships across the company and finding ways to save time and money through process improvements.
This document discusses the importance of mentorship for entrepreneurs. It notes that mentorship provides guidance for entrepreneurs who need help developing skills and making important business decisions. Mentorship involves an experienced mentor providing ongoing support to help a mentee overcome challenges and strengthen their leadership abilities to ensure business success. The document also outlines some of the benefits mentors provide as well as the commitment needed to effectively mentor entrepreneurs.
TechnoServe is a U.S.-based nonprofit that works to reduce poverty by empowering people in developing countries to build businesses. It provides business advising and training to entrepreneurs and small businesses, helping them become commercially viable. In 2009, TechnoServe assisted over 2,000 businesses across multiple industries that generated $189 million in revenue, $27 million in profits, and benefited nearly 1.4 million people through jobs and purchases from small producers. TechnoServe has extensive experience working in various sectors like agriculture, tourism and energy across Africa, Asia, and Latin America.
Missing Piece in MENA’s Entrepreneurship Ecosystem Puzzle Webinar PresentationMowgli Foundation
Further to the release of our recent report, “Nurturing Human Capital: the Missing Piece of MENA’s Entrepreneurship Puzzle”, we hosted a webinar which was chaired by Tony Bury, Mowgli’s Founder and Chairman. Tony shared our thoughts and insights from the report and created an active dialogue around this key missing piece of the puzzle.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
Entrepreneurship: A game-changer post Arab Spring? Arabia Monitor publishes n...Mowgli Foundation
This press release summarizes a new report by Arabia Monitor on entrepreneurship in the Middle East and North Africa (MENA) region. It finds that while entrepreneurial activity in MENA is lower than other emerging economies, there are positive signs such as many entrepreneurs being young, educated and motivated by opportunity rather than necessity. However, obstacles to entrepreneurship in MENA include lack of access to capital, limited business training, and difficult regulatory environments. The report argues that fostering entrepreneurship could help address high youth unemployment in the region and lay the groundwork for economic growth.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
This document summarizes the fourth Regional Symposium and Awards Ceremony held in West Africa to recognize 21 influential business leaders and entrepreneurs. The event honored achievements across 8 categories and included panel discussions on doing business in Africa and youth unemployment. Awards were given out at the end to entrepreneurs in each category, including Mrs. Awurabena Okrah, Ms. Adenike Adeyanju Osadolor, and Dr. Leticia Osafo-Addo. The event was organized by African Aurora Business Network and CEO Global-South Africa to celebrate business leaders on the continent.
CPA Congress Sydney 2015 - Day Two Wrap Up CPA Australia
Michael Blythe explored the economic opportunities and pressure points for Australia and other economies over the next five years. All forecasters expect continued Australian economic growth, though below average. Unemployment is peaking at just over 6%. The rise of middle income consumers in Asia is expected to reach 1.25 billion by 2020 and demand more goods and services. There is debate that potential GDP growth rates may be lower than the assumed 3.25%, which would mean less spare capacity and less need for policy stimulus.
Māori Leaders Programme final evaluation report - july 2015Eco-Lifestle Club
This report evaluates the effectiveness of The Icehouse Māori Leaders Programme in developing the governance capabilities of 20 Māori Trust participants and the four Māori Trusts they govern. The programme involved workshops, coaching, and follow-up sessions covering governance, planning, performance, team building and management. The evaluation found the programme performance to be highly impactful, with two Trusts achieving BIQTM status and one reaching potential BIQTM status, indicating strong governance capabilities. Participant feedback was also positive, with improved skills, confidence, and application of learnings to better govern their Trusts. The report recommends continuing and expanding the programme.
The survey found that while awareness of diversity and inclusion is growing, many organizations are just beginning their journey in implementing a strategy. Most organizations either have no formal structure or are in the early stages of developing policies. There is more progress on gender diversity than other areas. Barriers to diversity in insurance are seen as stemming from its traditional image and recruitment through personal networks. Respondents recognized the need to recruit more broadly. Lloyd's role in providing guidance and promoting diversity was appreciated, with requests to share best practices, business cases, and educate leaders that diversity is a business issue.
More and more people are realising that Collective Impact is not just a fancy name for collaboration. It represents a fundamentally different, more disciplined and higher performing approach to achieving large-scale social impact. Many organisations attempt to collaborate, with varying degrees of effectiveness. It is not often that they begin their relationship with a shared definition and understanding of the key problem that they are collaborating to solve. Collective Impact initiatives have a structured methodology and process to ensure proper execution, which is where many collaborations fail.
A vital part of making Collective Impact work is investing in the economic engines of the partner organisations. This is the key lever to get everyone on board and buying into the goals and shared measurements, and also helps with ensuring that the initiative partners are financially sustainable.
Recruitment Pack that provides with a really good insight in the PRG group, our vision for the future and what fantastic opportunities are available to you.
Recruitment Pack outlining what it is like to work for iO, Panoramic and the PRG group. This will give you a really good insight into the group, our vision for the future and what fantastic opportunities are available to you.
The document provides an overview of Precision Resource Group (PRG), a staffing group operating in the UK and internationally. It summarizes PRG's history and growth since 2009, current clients and sectors, vision to be a profitable international staffing group, culture that offers exciting career opportunities, and benefits for employees including training and commission structures. The summary highlights PRG's expansion plans over the next decade to have offices globally and increase its team size significantly, offering ambitious professionals opportunities to advance their careers.
Over the course of 2017-2019, the Ye! Community undertook a series of activities in partnership with Mastercard
Foundation. This impact report details the project activities and its outcomes.
ANDE's 2015 Impact Report provides an overview of the state of the small and growing business sector in emerging markets. It finds that while the sector grew in 2015 with more organizations offering support services, the economic slowdown in emerging markets negatively impacted growth. Specifically, over 415,000 entrepreneurs were supported with $72 million in capacity development services by 42 members, while 32 members invested $330 million in over 1,000 small businesses. However, low growth and recessionary conditions in some countries increased stress on economies. The report also highlights some positive developments, such as increasing efforts to provide women entrepreneurs with capital and support, and to address talent gaps facing small businesses.
CPA Congress Sydney 2015 - Day One Wrap UpCPA Australia
The summaries provided 3 sentences or less on the key information from each document:
The NSW Treasurer discussed the state's strong budget and economy due to fiscal discipline. The budget highlights infrastructure investment, job creation, and health and education services. Revenue comes from the federal government, stamp duties, and payroll tax.
CPA Australia's chief executive discussed the organization's vision to be the best member services organization. The approach involves global governance, regulating technology, and reclaiming the financial services space. The strategy is to widen audiences and personalize the brand through disruption, integration, communication and entertainment.
A Sydney Water executive outlined how measuring the value finance adds helped transform relationships. It established clear purposes for value
This document summarizes the methodology of a Global Entrepreneurship Week policy survey conducted in 2013. The survey collected 2,279 responses from entrepreneurs in 109 countries on their experiences with regulation, access to resources, and the entrepreneurial environment. It was disseminated through GEW host organizations and made available online in 17 languages. While responses were received from a wide range of countries, the sample was concentrated in a handful of larger countries. Smaller countries tended to have a higher proportional response rate relative to their total population size. The results will help inform policymakers about differences in entrepreneurial conditions between countries.
Universities across the country have discovered the power of industry partnerships to catalyze their economic development efforts. Opportunities for productive partnerships do not end there, however. By bringing in other public partners—municipalities, counties, state and federal agencies—institutions of higher education can create new fuel to drive innovation and regional economic development.
This document summarizes a succession masterclass presented by Craig West in February 2018. It provides biographies of Craig West and other presenters, Michael Vincent and Donald Poole. It then lists accredited advisers across Australia that work with Succession Plus. The document discusses trends in business succession planning and the psychology of succession. It introduces the M3 framework for succession, which considers the business, money, and self. It promotes Succession Plus' 21-step succession planning process and accredited adviser recruitment. The document concludes by listing upcoming adviser masterclass topics.
Lesson's of a New Investor- JHoltzman - 2014 VCR ArticleJody Holtzman
The document discusses the emerging venture capital ecosystem focused on companies addressing the needs of people over 50. It describes challenges faced by venture capital firms and startups in this space. It also outlines efforts by the National Venture Capital Association and AARP to better understand the market opportunity and build the ecosystem to lower barriers to greater investment. Key lessons are that there is a large investment opportunity in the "Longevity Economy", and efforts to nurture innovators and the ecosystem can help stimulate more venture investment activity focused on people over 50.
Services that Julio Romo and Twofourseven Strategy offer companies, governments and investors from the corporate venture capital community to build reputation and secure growth.
We focus on strategy, strategic communications and reputation management.
We deliver counsel and strategic advice and have experience of working with clients across a range of sectors in the UK, Europe, Middle East, Asia, Africa and North America.
Venture Capital Review 2014: AARP: Lessons of a New Investor--Listen to the M...Mike Lee
Great article by my colleague.
Lessons of a New Investor—Listen to the Market, Build the Ecosystem, Reap the Rewards
by Jody Holtzman, Senior Vice President, Thought Leadership, AARP
Venture Capital Review, Issue #30, September 2014
Article excerpted from full issue posted at the National Venture Capital Association web site on September 30, 2014:
http://nvca.org/index.php?option=com_docman&task=cat_view&gid=88&Itemid=584
AARP Innovation@50+:
http://www.aarp.org/technology/innovations/innovation-50-plus.html
2014 venture capital_review_aarp_holtzman.pdf
The document provides a summary of Michael Collins' career experience and qualifications. It outlines his extensive experience as a CFO and executive in various industries including financial services, healthcare, travel and airlines. His experience includes restructuring finance divisions, leading acquisitions and divestments, and turning around underperforming organizations. Recent roles include providing consultancy to tourism businesses and serving as interim manager of finance service delivery for a healthcare organization.
Similar to Icehouse business growth challenges facing Māori businesses (20)
This document discusses focusing on the most important priorities and activities. It introduces the 80/20 rule, which states that 20% of activities account for 80% of results. It provides examples of how this applies to sales, productivity, profits, and meetings. The document also discusses setting SMART goals and identifying the "first domino" project that can help achieve multiple priorities. It offers five tips for accountants, such as focusing on free cash flow. Finally, it discusses using a "lean canvas" to validate new venture ideas through customer feedback before fully committing resources.
The organization aims to stimulate economic development in New Zealand by helping businesses and startups grow. Its goal is to enable 1000 quality businesses, create 25,000 jobs, generate $20 billion in revenue growth including $3 billion in exports, and support 500 startups achieving $1.5 billion in revenue by 2020. It believes lifting the capabilities of business owners is key, and provides workshops, programs, mentoring and access to funding and networks to help businesses transform and advance to the next stage of growth.
This document provides guidance on building an effective board of advisors by recruiting individuals from outside the company who can provide an external perspective and have relevant experience. It recommends including generalists who have experience with a company's life cycle stage, industry experts connected in the target market, technical experts in the company's field, opportunistic advisors who can help with large deals, and advisors with sales or marketing experience for enterprise or consumer companies.
This document discusses the challenges of Ngati Porou identity and citizenship. It describes how the author, despite growing up outside of Ngati Porou territory, seeks to learn about and contribute to his iwi. It suggests that many Ngati Porou do not live on the coast or speak the language, but still want to learn about their culture and identity. It argues that Ngati Porou who live abroad have skills, experience and networks to offer, as well as a right to have a say in decision making.
This document provides steps for business owners to overcome barriers to growth. It advises identifying limiting emotions and assumptions preventing achievement of dreams. Business owners should determine what skills are missing to solve problems and find the right people to challenge assumptions. Overcoming internal barriers often means the entrepreneur is standing in the way of the business growth themselves.
What do I mean by changing New Zealand? How about ending poverty; which also requires transforming our
public education system; improving parenting; developing a nation of financial literacy; creating more jobs, what about adding in affordable childcare so solo parents can work and let’s add in a few major health problems for good measure. That would work.
The Icehouse is a business growth center established in New Zealand in 2001 to support small and medium enterprises (SMEs). It has worked with over 4,000 companies, providing programs to help businesses grow. Their vision is to develop internationally successful companies and help New Zealand rank in the top half of the OECD by 2020. Specifically, the Icehouse aims to support the growth of Maori businesses and help realize $12 billion in additional GDP and 149,000 new jobs from the Maori economy by 2050.
If we had $50,000 to spend to improve the wellbeing of our whanau, we would invest it into growing the household income because research shows that it has a multiplier effect; it improves quality of health, social development, housing, greater social connectedness, educational advancement, wider employment options and increased life expectancy .
To increase the household income there are 3 potential ways to assist -
1. We could find jobs for those that are unemployed but the government does that;
2. We could try to help those that have a low paying job into a higher paying job - statistically higher paying job opportunities require staff management experience, making this solution difficult to influence e.g. If we are not their employer how do we give them staff management experience?
3. Our solution enables them to generate their own income via a business.
Business in a Box has been created for people who may not be business savvy and who want to start a business to create additional income. Business in a Box is an easy business training programme that provides a simple, low risk way unlike mainstream business training programmes. Business in a Box uses ‘experts’ to do all of the complex parts of starting a business, for participants.
A INNOVATIVE APPROACH TO TRANSFORMING THE PUBLIC SECTOR concept paper oct 0...Eco-Lifestle Club
A concept paper on scaling social innovation using the public sectors strengths. Submitted for consideration to be developed into National party policy.
In short I thought I could change the government from the inside...LoL
This document outlines Travis O'Keefe's experience working with over 100 Māori business leaders and trustees. It identifies key differences between organizations that were successful versus those that were still works in progress. Organizations that gave away their t-shirt did not engage beneficiaries, measure progress, or prioritize training. Those proud to wear the t-shirt communicated with beneficiaries, invested in trustee skills, and had brave conversations. The document provides strategies and case studies for focusing on root problems, testing rather than guessing, having an empowered team, and developing financial strategies to enable social visions. It offers insights and a process to achieve collaboration at scale.
This document provides information on succeeding at social enterprise. It discusses who Travis O'Keefe is and his experience in social enterprise. It then covers topics such as what social enterprises are, levels of integration between social and business activities, and key differences between startups and established companies. The document also discusses Lifetime Design, a social enterprise Travis founded that works to make homes more accessible.
There are three ways to grow a business: finding new customers, increasing current customers' purchase frequency, and giving current customers opportunities to increase purchase sizes. While many businesses focus only on acquiring new customers, focusing on all three can exponentially increase revenue through "the power of geometry." Increasing each of the three areas by just 10% can significantly boost total income, and doing so by 25% can nearly double performance.
This document provides questions to help identify potential buyers for a business. It suggests asking who needs the business's customer base, technology/systems, or people. Other questions include whether the business's managers or employees could be sold to, who sells to the same customers, who makes money when the business does, and who has problems the business could fix or threats it could reduce. The overall questions are aimed at strategically finding buyers who could generate more value from the business.
Unlike established companies, startups have limited time and resources so they must quickly adapt and test business models to find one that works before running out of money. Customer interviews are important for startups to gather information while conserving resources. It is key to focus interviews on understanding customer behavior and needs rather than discussing potential solutions. Startups should probe for real problems customers currently face and get specifics on how problems impact them rather than hypothetical issues.
This document discusses non-monetary motivators for employees, including praising employees in front of others, empowering employees to work as a team without managers, framing suggestions as employee ideas, providing constructive feedback, highlighting top performers, taking employees to lunch, giving small rewards and recognition, throwing company parties, and sharing company successes and challenges transparently.
1) Unlike established companies, startups are constrained by limited cash and must keep a low cash burn rate until validating their business model through paying customers.
2) To control costs, startups can use the OODA (Observe, Orient, Decide, Act) loop to regularly question assumptions and learn through iterative experimentation.
3) The customer development process focuses a startup on deeply understanding customer needs through stages of customer discovery, validation, creation and building to develop a repeatable sales process and transition to profitability.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
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2. Acknowledgements
Tuatahi, he mihi nui ki a koutou ngā rau rangatira mā e whakatere ana, e mahi ana i
ngā pakihi Māori. E ngā kaipakihi, e ngā kaitiaki o ngā taonga i tuku iho, tēnei te mihi
atu ki a koutou. Tihei Mauriora.
The Icehouse wishes to thank and acknowledge the 100 participants who informed the
findings in this report. We are incredibly grateful for your time and sharing your insights so
that we can develop a deeper understanding of the challenges faced by Māori businesses
and Māori Trusts.
To the organisations that supprted the development of this report - The University of
Auckland Business School, Te Puni Kōkiri, Grow Rotorua and The Institute of Directors
- thank you for sharing an interest in understanding the challenges faced by Māori
enterprises. Inevitably, we play a role in helping to address them.
We would also like to acknowledge and thank the contributors and authors for the
research and compilation of this report.
Ngā mihi,
Shay Wright
Head of Māori Development,
The Icehouse
s.wright@theicehouse.co.nz
027 523 1560
4. 1
Foreword
The Icehouse is where Kiwi businesses grow. We work with business leaders and start-up
entrepreneurs to provide expertise, funding, and access to networks. Over the last 12
years, the Icehouse has worked with more than 4,000 leaders, business owners and
entrepreneurs, including more than 100 Māori trustees and managers.
The Icehouse was founded by the University of Auckland Business School in 2001 to
engage with entrepreneurs and business owners and assist them with business growth
education. Corporate partners including BNZ, HP, Microsoft, Telecom and NZ Trade &
Enterprise became involved to contribute capital, support and add their expertise.
The Icehouse now has a proven track record in growing businesses, as well as deep
market knowledge, networks and connections to experienced business leaders, angel
investors and think tanks.
In 2012 in conjunction with iwi and Te Puni Kōkiri, we recognised the need to provide
greater support to Māori businesses, and launched our Māori Development unit. This team
is focused on developing solutions to meet the specific needs of Māori businesses, iwi and
Māori Trusts. The unit is backed by Deloitte, Waiariki Institute, Te Tumu Paeroa,
Federation of Māori Authorities and Te Puni Kōkiri.
In the Māori unit we are passionate about supporting the growth of sustainable Māori
enterprises for our whānau. Our goal is to help enable 150 Māori businesses to be
internationally capable by 2020. To achieve this we need to challenge and change the
status quo, and we need to think differently. In our quest to achieve this goal, at times we
may be critical. We are true to our mission to change the status quo for our future
generations. Together we can develop the right solutions. We look forward to working with
you on this journey.
Andy Hamilton Shay Wright
Chief Executive Head of Māori Development
E ngā mana, e ngā reo, e ngā karangatanga maha o ngā hau e wha, tēnei te mihi.
Tēnā anō hoki i ō tātou tini aituā, o tātou tini mate. Kua tangihia rātou, kua mihia rātou.
Tātou te hunga ora ki a tātou. Tēnā tātou katoa.
5. 2
1. Introduction
The purpose of this report is to identify the goals of Māori SMEs and Māori Trusts, and the
challenges they face in achieving these goals. The reason we are undertaking it is because
of a lack of market-led information about the actual challenges faced by Māori enterprises.
This data is important for service providers who support Māori enterprise growth so that we
can better understand the challenges faced, and develop innovative strategies and
solutions to help them achieve success.
The report provides insights into the location, size and returns of the participants’
businesses, as well as the goals, plans and progress made. It then examines the
challenges they face, the external support they utilise and their engagement with capability
development initiatives. The report holds some interesting learnings around where the
challenges lie and what might be done next to help overcome them.
The Icehouse Māori Development unit is committed to supporting the Government’s
Business Growth Agenda and the Māori Economic Development Strategy & Action Plan, He
Kai Kei Aku Ringa. The latter outlines broad goals which, if achieved, would improve the
Māori economy’s contribution to New Zealand’s economy.
The business growth services that Icehouse delivers to Māori support these goals, most
specifically ‘Goal 4: Government, in partnership with Māori, enables growth’ through
facilitating entrepreneurial capability development; and ‘Goal 6: Māori Inc. as a driver of
economic growth’ sharing best practice business growth knowledge.
Definitions
Māori SME (Small & Medium sized Enterprises):
Businesses that are owned and managed by a Māori individual or whānau, with an
annual turnover of up to $30 million and up to 19 employees.
Māori Trust:
For the purpose of this report, we have only focused on Māori Trusts that have a
commercial enterprise. They are collectively owned enterprises. Often they are
governed by Te Ture Whenua Māori Act 1993, which includes Whānau Trusts, Ahu
whenua Trusts, Whenua Topu Trusts and Kai tiaki Trusts. For the purpose of this
report, the definition also includes pre-settlement and post-settlement iwi entities.
6. 3
2. Methodology
The Icehouse conducted surveys with 100 Māori business owners/managers, trustees and
Māori Business Facilitation Service Account Managers. Responses were collected over a
two month period using surveys conducted by telephone and online.
We found it challenging to get responses from people by phone or email. This should be
noted for future surveys. We attribute this mainly to busy schedules and competing
priorities. In future, we recommend that face-to-face interviews or focus groups be
considered for surveys to connect with hard-to-reach participants. It may also be worth
considering an incentive to help improve response rates (possibly an iPad or other prize; or
subsidised coaching services).
The use of both methods yielded more overall responses and allowed for a mix of
qualitative and quantitative questions. This approach was used to provide more insight into
the challenges faced. The use of open ended questions via our telephone survey was a
carefully considered strategy to gain unbiased insights into the challenges faced.
In total we received responses from 105 participants, however some completed one part of
the survey only or elected not to answer specific questions in the online survey. In addition,
a small number of Trusts have more than one person represented in the survey results.
Where necessary we manually adjusted the findings to ensure revenue and assets figures
of Trusts represented were accurate.
Of the participants, less than one quarter have attended Icehouse programmes in the past.
Most of those interviewed have not experienced Icehouse first-hand.
The survey was wide reaching and included:
30 Owner/Managers of Māori Small Medium Enterprises (SMEs) as defined by the
Ministry of Economic Development (businesses with less than 19 employees)
30 Senior Managers of Māori Trusts & Incorporations
20 Māori Trustees and Senior Managers of Māori Trusts & Incorporations
10 Te Puni Kōkiri Māori Business Facilitation Service Account Managers
10 Consultants and Accountants to Māori Businesses
As well as the 100 direct surveys carried out in preparing this report, the review of the
findings is also informed by conversations with more than 300 Māori trustees, senior
managers, and consultants to Māori Trusts; and Icehouse’s engagement directly with more
than 50 Māori SMEs and Trusts.
7. 4
3. Summary Findings - Māori Trusts
Māori Trusts have a range of business interests, with the majority utilising their land assets.
The asset bases of Māori Trusts tend to be worth tens of millions of dollars and average returns
generated are often less than 7 percent (based on Icehouse research).
The Māori Trust representatives interviewed have predominantly economic goals. Cultural,
social and environmental goals are of secondary importance. This often represents an
interesting tension between Trustees and owners/whānau. Most Māori Trust representatives
believe they are often achieving their goals, although they acknowledge that there are times
when they are not achieving them.
Evidence from the report suggests that Māori Trust representatives perceive their governance
teams to be experienced and highly capable. In contrast, external consultants identified
significant gaps in Māori Trusts’ governance capability. This suggests a difference in
perception as to what good governance looks like and the relevant experience and capability of
Trustees.
Most Māori Trusts are doing strategic planning at least once per year, with at least a three year
time horizon. We are unable to ascertain from this survey how effective and robust these plans
are or the processes undertaken to arrive at the plans, however service providers and Te Puni
Kōkiri account managers believe their quality is generally not high.
The greatest challenge that prevents Māori Trusts from achieving their goals surrounds people.
Within this, the biggest obstacle is the underlying politics within the organisation. Attracting and
retaining high quality leaders (for both the governance and management teams) are also
perceived by those interviewed to be holding their Trusts back. This challenge may be due to
Māori trustees often being elected based on standing within the whānau; obligation; or level of
shareholding in the Trust. Lack of money is perceived to be a separate challenge to growth.
Almost all of the Māori Trusts use consulting services regularly, particularly for legal,
accounting and strategic planning support. Surprisingly, 42 percent of those interviewed
identify with participating in Governance up-skilling and training at least twice per year. They
are generally very positive about the effectiveness of this training.
The significant barrier preventing Māori Trusts from taking up training is limited time available to
commit to it. Cost was a barrier for only one quarter of those interviewed, perhaps because
training is generally paid for by the Trust rather than the individual. Despite the barrier around
attracting and retaining high quality leaders, only one third of Māori Trusts are spending more
than $10,000 per year on developing leaders’ capability.
8. 5
3. Summary Findings - Māori Trusts
Aspirations for Māori Trusts
Whānau that own Māori land blocks tend to have the aspirations to protect, retain and enhance
the whenua for coming generations. This may not include a heavy focus on short term
productivity growth. As a result there may be notable misalignment between Māori whānau
aspirations and the Government’s growth agenda (which requires productivity gains from Māori
land to improve the contribution to New Zealand’s economy). The Māori trustees and
managers interviewed as part of this report did however consider economic goals as the most
important goals for them to pursue. While this is reassuring, the timelines of these economic
goals is likely to be notably different from Government’s expectations. There is often a further
tension between the trustees and whānau around the focus of the Trust.
Politics - the Great Challenge for Māori Trusts
Political tensions within Māori Trusts are common. There are many reasons why this is the
case. Politics creates a range of negative impacts on the Trust’s ability to grow and achieve its
goals. This challenge can be addressed by:
Changing the mindset of Māori organisation leaders;
Creating a groundswell for change among the owners and whānau of the Trust
Changing the individuals in leadership roles; or
Changing the structure of the organisations so that politics has less effect on business
efficacy and decision-making.
Prevailing Status Quo
Every year millions of dollars are invested into Māori development, capability building and
improving Māori Trust governance. The investment is justified as an enabler of greater
productivity gains. However, a comparison was made between the results from interviews with
Māori trustees and managers, and academic reports regarding Māori Trusts and SME
challenges. This comparison highlighted that the same issues and challenges continue to
affect and slow down Māori Trust development, which draws us to question the effectiveness of
the services being funded and the approach used. We believe the lack of improvement may be
due to service providers focusing on solving the wrong problems.
Quality Training not a Priority
Māori Trusts have many competing priorities. Generally speaking, doing things that benefit the
whānau and build the asset base of the Trust are of higher priority. Investing in leadership
development, training and up-skilling is not currently perceived as a way of enabling this. This
may be due to a general lack of quality training options available that address the challenges
identified by Māori Trusts; coupled with pressure from owners to deliver returns to shareholders.
9. 6
3. Summary Findings - Māori SMEs
Māori SMEs cover a diverse range of industries. The vast majority of those interviewed are
running small enterprises with annual revenues of less than $1 million.
Not surprisingly, economic goals are paramount to Māori SMEs, however Māori owner-
managers still place a high importance on achieving cultural and social goals. This reflects the
Māori collective philosophy and values. Most Māori SMEs have identified that they are not
consistently achieving any of these goals. This indicates that a greater level of support may be
required to assist and enable their growth.
Māori SMEs have varying commitments to strategic planning, however the majority are
planning for at least a two year time horizon.
Māori SMEs have identified that they face a number of challenges. The most significant are
accessing capital (or stronger cash flows) to fund development; and challenges around
succession planning (building future capability). In the open ended question, access to
experienced advice and mentoring was also raised as a barrier to achieving their goals.
Only half of Māori SMEs regularly engage with consultant services at least twice per year. This
is mainly for assistance with accounting and financial planning. Overwhelmingly Māori SMEs
are not investing in the single greatest thing that could improve their business success –
leadership development and up-skilling.
The main reason for this is the cost associated with up-skilling. This is supported by the fact
that almost 90 percent of Māori SMEs spend between zero and $5,000 per year on up-skilling
and training for their managers.
Regarding their perceptions about training, Māori SMEs reported that generic programmes offer
little new advice and tend not to focus enough on the individual business owner’s needs. They
would prefer instead to see more innovative thinking in the training and more experienced
mentors and coaches to bounce ideas off over a longer period.
10. 7
4. The Survey
Māori Trusts: Industries
Key Takeaways:
The majority of Trusts who participated in the online survey derive their business
directly from their land assets and associated resources. This includes Agriculture,
Forestry, Geothermal, Tourism, and Property & Business Services.
When we compare this to the findings in the BERL report, we notice similar trends in
asset base, however our survey does not seek quantification of the business
interests, putting limitations on the comparisons with the BERL report.
11. 8
Key Takeaways:
The survey reached SMEs across a broad number of industries. This reinforces
that Māori who own and manage SMEs are involved in most industries of our
economy.
Food & Beverage, Marketing & Communications, and Education were the three
largest industry groups represented.
4. The Survey
Māori SMEs Industries
12. 9
Key Takeaway:
The majority of Trusts who participated in the our survey were based in the Bay of
Plenty region. Auckland and Northland were the next two largest regions
represented. This is close to the distribution of all Māori Trusts in New Zealand.
8,230 Māori Trusts and incorporations are located in the Bay of Plenty region
(Māori Land Court, 2006), which is roughly 40 percent of the 21,000 Māori Trusts in
New Zealand.
4. The Survey
MāoriTrusts: Regional Representation
13. 10
4. The Survey
Māori SMEs: Regional Representation
Key Takeaway:
The majority of Māori SMEs who participated in the survey were based in Auckland
(31 percent) and the Bay of Plenty (28 percent).
14. 11
Key Takeaways:
There was roughly an even split between participants who had roles in Trusts with
assets of between $50k - $20M, Trusts with assets of $20M - $50M; and those with
assets over $50M. This data is representative of 31 Māori Trusts.
This reflects that Trustees are governing significant assets. With the right leadership
skills and resources, there is significant potential to drive strong businesses from
these Māori Trusts and to contribute to communities and society.
4. The Survey
MāoriTrusts: Value of Assets
15. 12
Key Takeaway:
The majority of participants were from Trusts with annual revenues valued
between $1M - $5M (53 percent). This data is representative of 31 Trusts.
4. The Survey
MāoriTrusts: Annual Revenue
Question for further discussion:
What is the average ‘return on assets’ for Māori Trusts?
Based on the financial data that we have been given from Māori Trusts, we
anticipate that the average return on assets for Māori Trusts is between
5-9 percent. This would be considered low compared to industry averages.
16. 13
Key Takeaway:
More than half of the Māori SMEs surveyed have an annual turnover of less than
$500,000. This is the small end of the SME spectrum. This is also supported by
the fact that two thirds of the SMEs surveyed had between one and five full-time
staff members. It can be challenging to build strong growth from small businesses,
particularly in exporting.
4. The Survey
Māori SMEs: AnnualTurnover
17. 14
5. Report Findings
Māori Trusts: Importance of Goals
Rate the importance of achieving Economic, Social, Cultural and Environmental goals to
your Trust.
1 = Not Important
10 = Very Important
Key Takeaways:
Achieving economic goals was a top priority for those from Māori Trusts. The
average ranking of 9.3 out of 10.
Cultural, social and environmental goals also ranked highly across the board, with
an average rating of 8.2 - 8.5 out of 10.
Questions for further discussion:
Does an economic goal in itself overlap with the Business Growth Agenda goal of
more Māori exports?
How might current service providers design and tailor specific interventions to help
Māori Trusts achieve all four goals?
Bearing in mind all of these priorities, how might Māori Trusts find ways to balance
their effort, skill level and resourcing to achieve all of these goals?
18. 15
5. Report Findings
Māori Trusts: Achievement of Social Goals
How consistently are you achieving the social goals of your Trust?
1 = Rarely Achieved
10 = Consistently Achieved
Key Takeaways:
Half of the participants from Māori Trusts ranked their achievement of social goals
between 5 - 7, highlighting that they believe that they are frequently achieving the
social goals of their people and communities.
One quarter believe they are consistently performing well (ranking themselves
between 8 - 10). 19 percent feel they are underperforming in this area.
Questions for further discussion:
How might we connect those performing well with those who are not performing in
this area to help move them forward?
How might we celebrate the outcomes of social goals in the wider community to
inspire others?
Note: Social goals may include creating opportunities for employment and training,
providing educational grants and access to healthcare or housing.
Note: This chart only uses an X axis
19. 16
5. Report Findings
Māori Trusts: Achievement of Economic Goals
How consistently are you achieving the economic goals of your Trust?
1 = Rarely Achieved
10 = Consistently Achieved
Key Takeaways:
Two thirds of participants rated themselves between 5 - 7, which highlights that they
feel they are frequently achieving their economic goals.
One quarter feel they are consistently where they need to be (between 8 - 10). Only
10 percent identify themselves as well below average.
Questions for further discussion:
How might we enlist those who are performing well as mentors and role-models for
the other Trusts and best leverage their wisdom?
How might we make those performing well more visible to the business community?
How could we provide programming to support social enterprise?
Note: This chart only uses an X axis
Note: Economic goals may include realising profits, delivering sustainable returns
to shareholders, growing the asset base, diversifying, or negotiating higher land
rental payments.
20. 17
How consistently are you achieving the environmental goals of your Trust?
1 = Rarely Achieved
10 = Consistently Achieved
Key Takeaways:
54 percent of participants ranked themselves between 7 - 10. This highlights that
the majority of participants from Trusts believe they are achieving their goals as
related to their environment (land and waterways). This may mean they are pleased
with their Trust’s environmental state and impact.
One quarter of those interviewed feel there is significant room for improvement in
this area (those that ranked themselves 1-4).
Question for further discussion:
How might we work with Māori Trusts to develop useful benchmarks so they can
better understand their performance?
5. Report Findings
MāoriTrusts: Achievement of Environmental Goals
Note: This chart only uses an X axis
Note: Environmental goals may include acting in a way that protects kaitiakitanga,
replanting native trees, and protecting and restoring wāhi tapu.
21. 18
How consistently are you achieving the cultural goals of your Trust?
1 = Rarely Achieved
10 = Consistently Achieved
Key Takeaway:
56 percent of participants ranked themselves at 6 - 7, which highlights that the
majority feel that at least some of the time they are above average in achieving their
cultural goals. Only 13 percent feel they are underperforming.
Question for further discussion:
How might we tailor programming to support cultural goals given how important
these are?
5. Report Findings
MāoriTrusts: Achievement of Cultural Goals
Note: This chart only uses an X axis
Note: Cultural goals may include tree planting, site visits and field trips to
connect owners back to the land, providing training options at Wananga, and
supporting affiliated marae.
22. Rate the importance of achieving Economic, Social, Cultural and Social goals to your
business.
1 = Not Important
10 = Very Important
Key Takeaways:
Achieving economic goals was a top priority for Māori SMEs who gave it an average
ranking of 8.9 out of 10.
Cultural and social goals also ranked highly with an average rating of 8.2 - 8.4.
Achieving environmental goals was a lower priority with an average rating of 7.7
Question for further discussion:
How might current service providers design and tailor specific interventions to help
Māori SMEs achieve all four goals?
5. Report Findings
Māori SMEs: Importance of Goals
19
23. 20
Key Takeaway:
The majority of SME participants (70 percent) ranked their performance towards
their social goals between 7 - 10. This highlights that many of the Māori SMEs in
our survey think they are effective in achieving their social goals.
Question for further discussion:
How might we recognise the significance of these achievements to inspire other
Māori SMEs to enhance the social benefits from their SME businesses?
How consistently are you achieving the social goals of your business?
1 = Rarely Achieved
10 = Consistently Achieved
5. Report Findings
Māori SMEs: Achievement of Social Goals
Note: This chart only uses an X axis
Note: Social goals for SME owner-managers may include providing employment
for whānau or at risk youth and delivering much needed services to communities.
24. 21
Questions for further discussion:
How might we connect high performing SMEs with those who are not performing as
well to help move them forward (particularly within similar industries)?
What are the types of economic goals that Māori SME owner-managers are setting?
Key Takeaways:
Half of the participants (48 percent) believe they are frequently achieving their
economic goals. This also means however that half are experiencing fluctuations in
the achievement of their economic goals.
35 percent ranked themselves at 5 - 6, which highlights their perceived room for
improvement. 16 percent ranked themselves between 1 - 4 which is a level where
rarely do they see the economic performance they are aiming for.
5. Report Findings
Māori SMEs: Achievement of Economic Goals
Note: This chart only uses an X axis
How consistently are you achieving the economic goals of your business?
1 = Rarely Achieved
10 = Consistently Achieved
Note: Economic goals for SME owner-managers are almost always about
providing a steady income for their families. This may be out of necessity.
25. Questions for further discussion:
How might we celebrate the success of those performing well, to inspire others?
How might we understand the ways to best leverage the unique value proposition
of a Māori business?
Key Takeaway:
Two thirds of Māori SME participants ranked their cultural performance between
7 - 10. This highlights that they see their Māoritanga as a key component of their
business and are suitably enforcing and promoting it. Only 6 percent feel they are
underperforming in this area.
5. Report Findings
Māori SMEs: Achievement of Cultural Goals
Note: This chart only uses an X axis
22
How consistently are you achieving the cultural goals of your business?
1 = Rarely Achieved
10 = Consistently Achieved
Note: Cultural goals for SME owner-managers may include promoting Māori
products, delivering services to Māori, and showcasing the Māori cultural identity
through their business (such as health, marketing, event management and
tourism).
26. Key Takeaway
Half of the participants (48 percent) ranked their environmental performance
between 7 - 10, highlighting that SMEs in our survey feel they are effective in
achieving the goals they have set in this area. Only 6 percent feel they are seriously
underperforming in this area.
Questions for further discussion:
How might we document and share the successes of those performing at a high
level to establish best practice?
Does this best practice already exist per industry?
5. Report Findings
Māori SMEs: Achievement of Environmental Goals
23
How consistently are you achieving the environmental goals of your business?
1 = Rarely Achieved
10 = Consistently Achieved
Note: Environmental goals for SME owner-managers may include utilising a
kaitiaki approach, and having aspects of their business that enhance the whenua.
Note: This chart only uses an X axis
27. 24
Key Takeaway:
Almost two thirds of the participants (61 percent) rated their performance between
7 - 10. This highlights that most believe that the capability of their governance team
is relatively high in terms of experience and ability to perform their required
governance tasks.
Questions for further discussion:
Is this data representative of Māori Trusts more generally, or are the results skewed
towards more experienced trustees based on those who participated in the survey?
What are ‘experience’ and ‘capability’ being taken to mean in this instance?
How do we create industry benchmarks in order to gain real insight into governance
capability?
How might we profile high performing Māori governance teams to share their
capabilities, processes and values with other Māori Trusts?
How might we engage Trustee and managers of Māori Trusts that are less
comfortable in sharing their performance?
5. Report Findings
Māori Trusts: Governance Capability
Note: This chart only uses an X axis
Out of ten, how would you rate the capability of your Governance team?
1 = Inexperienced, with significant room for capability growth;
10 = Experienced and highly capable
28. 5. Report Findings
Service Providers: Trusts Governance Capability
Out of ten, how would you rate the capability of the Governance teams you’ve interacted
with?
1 = Inexperienced, with significant room for capability growth;
10 = Experienced and highly capable
Key Takeaways:
Half of service providers surveyed (46 percent) believed the governance teams of
Māori Trusts that they work with require capability building and wider experience.
The sample size for this question was small; 14 participants in total. This illustrates
quite a different picture to the feedback given by Māori Trusts about their
governance capability (page 24). A combination of four factors may explain the
difference:
i) Māori trustees set a lower benchmark for ‘experienced and highly capable
governance’ than service providers
ii) The trustees surveyed were of a higher quality than the average Māori trustee
iii) Māori trustees are less able to honestly or accurately critique capability levels
iv) Long-standing trusteeship on Māori Trusts is likely to be taken to mean
‘significant experience’ as opposed to other aspects that are important
Question for further discussion:
How might service providers work together to create solutions that improve this
governance capability and that are tailored to the needs of Māori Trusts?
Note: This chart only uses an X axis
25
29. 26
Key Takeaway:
Almost two thirds of participating Māori SMEs (62 percent) rated their governance
capability between 7 - 10. This highlights that they are sufficiently happy with the
experience and capability of their governance team.
Questions for further discussion:
What percentage of the Māori SMEs surveyed actually had governance structures
in place in their businesses?
What sort of people do Māori SMEs have on their governance boards?
What key skills and experience should we profile and promote in Māori SME
governance teams to set a new standard?
5. Report Findings
Māori SMEs: Governance Capability
Note: This chart only uses an X axis
Out of ten, how would you rate the capability of your Governance team?
1 = Inexperienced, with significant room for capability growth;
10 = Experienced and highly capable
30. 5. Report Findings
Service Providers: SME Governance Capability
Key Takeaways:
The majority of service providers who participated in this survey (54 percent) rated
the governance capability of Māori SMEs between 6 - 8. This signifies that they
believe the governance teams are generally quite experienced with suitable
capability to carry out their role.
One third rated the governance capabilities at 3 - 4. Service providers therefore
believe that SME governance teams are more experienced and capable than those
on Māori Trusts.
Note: This chart only uses an X axis
Questions for further discussion:
Did the service providers have different benchmarks for what they consider to be
experienced and capable governance compared to SME owner-managers?
How might service providers work together to create capability building solutions
customised for Māori SME businesses?
27
Out of ten, how would you rate the capability of the Governance teams you’ve interacted
with?
1 = Inexperienced, with significant room for capability growth;
10 = Experienced and highly capable
31. 28
How often does Strategic
Planning take place?
How far in advance are you planning?
Key Takeaways:
It is most common for Māori Trusts (78 percent of those interviewed) to do their
strategic planning on an annual or more regular basis.
69 percent believe they are planning three years or more in advance.
Only 11 percent of participants are not doing planning or are planning infrequently.
5. Report Findings
MāoriTrusts: Strategic Planning
Questions for further discussion:
Is there too much of a focus on planning and not enough on constantly adapting
and ensuring strong execution?
Are these strategic plans robust, well tested and sufficiently resourced?
How are Trusts ensuring their strategic plans are properly executed?
32. Key Takeaways:
More than half of service providers (53 percent) believe that Māori Trusts are
planning infrequently. Only 7 percent believe that the Trusts they work with are
actually planning on an annual basis.
Additionally, only 7 percent of service providers find these strategic plans to be
innovative, strategic and comprehensive. Three quarters of service providers
believe the strategic plans of Māori Trusts are either moderately or slightly
innovative, strategic and comprehensive.
5. Report Findings
Service Providers: Strategic Planning inTrusts
29
Questions for further discussion:
How might we better provide education around the benefits of strategic planning
processes for Māori Trusts?
What learning opportunities could we provide that enable Māori Trusts to lift the
quality, boldness and impact of their strategic planning?
In your opinion, how innovative,
strategic and comprehensive are
these plans?
In your experience, how often
does Strategic Planning take
place in Māori Trusts?
33. Key Takeaways:
Only one third (34 percent) of Māori SMEs are doing their planning every six months
or more frequently. Perhaps the majority that are planning less frequently will find it
harder to adapt to market opportunities and challenges.
Perhaps the way that Māori entrepreneurs think means that they operate out of
instinct rather than rigorous planning.
The majority (61 percent) of Māori SMEs surveyed are planning more than two
years in advance.
5. Report Findings
Māori SMEs: Strategic Planning
How far in advance are you planning?
30
Question for further discussion:
How might we provide better strategic planning support or coaching to Māori SMEs?
How often does your Strategic
Planning take place?
34. 31
Key Takeaways:
Two thirds (61 percent) of service providers reported Māori SMEs are planning
infrequently or not at all. One third find that they are planning annually.
Three quarters of service providers surveyed believe the strategic plans of Māori
SMEs are moderately or slightly innovative, strategic and comprehensive.
Only 8 percent of participants find these strategic plans to be considerably
innovative, strategic and comprehensive. This is a very low statistic.
5. Report Findings
Service Providers: Strategic Planning in SMEs
In your opinion, how innovative,
strategic and comprehensive are these
plans?
In your experience, how often does
Strategic Planning take place in Māori
SMEs?
Question for further discussion:
How might we provide learning opportunities that enable Māori SMEs to lift the
quality and impact of their strategic planning?
35. 32
Rate how each of the following challenges impact the ability of your Trust to achieve its
goals.
1 = No Impact
10 = Significant Impact
Key Takeaways:
The top three challenges for Māori Trusts all relate to people rather than accessing
capital, markets or their asset class or quality.
‘Politics’, ‘Attracting and Retaining High Quality Leaders’ and ‘Developing new trustees
& Succession Planning’ were the most prominent challenges preventing Māori Trusts
from achieving their goals.
Politics is the greatest challenge, and because it often has the biggest impact on
organisations in terms of the culture and effectiveness, it is foreseeable that other
challenges also exist but are considered having less impact than the political ones.
Politics in this sense tends to relate to the issues between Trust leaders. In Māori
Trusts this may occur from a number of factors, such as personal standing, mana,
shareholding, difference in priorities, age, gender, and perceptions of connection to the
whenua. Often Māori Trust leaders find it difficult to address these challenges alone.
The consequence is that they remain a barrier to achieving the Trust goals.
It is risky for Māori Trusts to take advantage of new opportunities (or robustly
contemplate other barriers to growth) if solid foundations are not in place. This includes
a clear direction, strong cohesion amongst Trust leaders and a strong team to execute.
5. Report Findings
MāoriTrusts: Challenges
36. 33
We asked Māori trustees and senior managers to rate the top challenges faced by their
Trusts.
We also asked them an open-ended question around their top three challenges to
achieving their goals. This had no predefined list of responses as we wanted to gather the
information free from bias. The feedback can be distilled into two key problem areas:
People and Money.
1. People
He aha te mea nui? He tangata, he tangata. In business, it is people that create value.
It is the people that instil the organisational culture, set and execute plans and embed
systems and processes within the organisation. People can also erode value of the Trust
if their actions are not consistent with an approach that allows the Trust to realise its goals.
The majority of participants interviewed cited that people lay at the heart of most of their
challenges. Issues around Governance were apparent. This can be broken down into
three key areas:
a) Not having the right people in the right seats
Not having the right people on board the waka results in missed opportunities. Politics
was regularly mentioned as a key barrier to getting the right sort of people with important
skillsets into leadership roles within the Trust.
b) Lack of human resources
This is related to the point above. Responses included having too many people wearing
too many hats, and also people without appropriate skills being in critical leadership roles.
Skills gaps in governance were mentioned by many Māori Trusts as a key barrier to
success. Lack of quality strategic planning and implementation were also mentioned as
sources of missed opportunities. Trustees and senior managers appeared to recognise
skill deficits but were unsure how to best develop talent inside their organisations or find
the right outside expertise.
c) Too many owners
This theme emerged as a challenge in terms of communicating with owners and in making
decisions on their behalf. The legal requirement to gain approval from a large number of
individuals (that is ever-increasing) is an administrative burden, and often the time taken
to gain approval for initiatives and the necessary educating process and conservatism
results in lost opportunities.
5. Report Findings
MāoriTrusts: Challenges
37. 34
In Summary
There was a general perception among participants that there are Māori Trust owners with
the right skills to take up governance and management roles inside Māori Trusts.
However, often these individuals are not ending up in the key leadership roles. Key
themes as to why this is include the roles within the Trusts and the organisations
themselves not demonstrating attractive propositions. Politics is believed to hinder
qualified individuals coming forward as many would not want to be drawn into this type of
operating environment.
The opportunity cost of peoples’ time was also cited as a barrier, including the time
investment required and competing against opportunities that provide remuneration.
Being able to compensate potential trustees was seen as a solution to this problem but
funds are often not allocated or available to do so. Doing a better job of celebrating Māori
business success was believed to be another solution to lure qualified individuals to these
positions.
5. Report Findings
MāoriTrusts: Challenges
38. 35
Money
This can be broken into two key areas:
a) Access to capital for development
This was mentioned as a key challenge by a number of trustees for their Trusts to take
advantage of opportunities to grow. Organisations often struggle to obtain access to
capital to develop their landholdings. A conservative, debt-averse approach is often
driven by owners’ demands. Because of the complexity of multiple land ownership,
lenders are often unwilling to lend, using Māori land as security. If the management and
governance do not have extensive business experience, it can be harder to obtain
finance to develop land.
b) Funding
Trustees and managers mentioned that obtaining the requisite funding for specific
initiatives was often a challenge. This was not as significant as access to capital for
development, however it was mentioned by many participants. The majority of Trusts
source their funding for particular initiatives from Government, or fundraising, rather than
by developing revenue generating activities.
Questions for further discussion:
How might we overcome the challenge faced by Māori Trusts of accessing capital for
development by connecting them with potential partners?
How might we build up the internal capabilities and strategies of Māori Trust leaders so
that investors have confidence in providing growth capital to Trusts?
5. Report Findings
MāoriTrusts: Challenges
39. 36
Rate how each of the following challenges impact the ability of your business to achieve its
goals.
1 = No Impact
10 = Significant Impact
Key Takeaways:
‘Lack of access to Capital for Development’ and ‘Challenges around developing
Trustees and succession planning’ were the top two challenges for Māori SMEs
(average ranking of 7.2).
All of the challenges, however, had a noticeable impact on their businesses
achieving their goals.
5. Report Findings
Māori SMEs: Challenges
Questions for further discussion:
What is the challenge with developing succession planning?
How can we provide solutions to these challenges considering Māori SMEs often
lack the budget to invest in solving them?
/
40. 37
We asked Māori business owners and managers to share their top three challenges to
achieving business goals. Although we had provided a predefined list in the prior question
(page 36), we wanted to also provide participants with the opportunity to share their
challenges free from bias. Their feedback can be distilled into three key themes:
Mentors, Money, and Other Issues.
Mentors
Having access to high quality advice was highly sought after by SMEs. Many of the
participants felt that a high quality mentor or coach would improve the performance of
their business. Specifically they referred to mentors with entrepreneurial business
experience rather than accountants and lawyers with specific skill sets. They found this
important because practical business acumen was lacking in the coaches and mentors
they had worked with in the past. They felt they would benefit from a more hands-on
approach provided by business mentors and coaches.
Money
Unsurprisingly access to financial capital was perceived as a key barrier to the SMEs
moving forward. However, the majority of businesses who participated felt that although
the economic conditions were challenging, their businesses were still performing at an
adequate level. Generating stronger cash flows could be one way for Māori SMEs to fund
their growth.
Other Issues
Like Māori collectives, Māori SMEs felt that their time was their greatest challenge.
Several mentioned not having a good work-life balance and being caught in a position
where they were very ‘hands-on’ in their business, which impacts on their ability to
effectively manage their business. Nepotism and negative perceptions from non-Māori
and Māori alike were other notable themes that participants felt were holding back their
businesses.
5. Report Findings
Māori SMEs: Challenges
41. 38
How often do you use consultant services?
Key Takeaway:
The vast majority of participants (82 percent) are using consultant services more
than twice per year. All participants engage with consultants on some level.
A relatively small number, 14 percent reported they seldom use them.
5. Report Findings
MāoriTrusts: Consultant Services
Questions for further discussion:
Are Māori Trusts appropriately measuring and monitoring the advice and value
contributed by these consulting services?
Are these consultants typically Māori and understand the Māori philosophy, or are
they solely industry experts?
Is there a dependence on these consultants to provide the advice to the Trusts?
How do the results of the Māori Trusts that seldom use consultant services compare
with those that often use them?
Do the Māori Trusts that seldom use consultant services have strong internal
expertise at a governance and management level?
42. In what areas do you leverage consultant services?
Key Takeaways:
Almost 80 percent of participating Trusts use external legal services. This is most
likely so high because of the specialised nature of law, and because of the inclusion
of iwi settlement entities interviewed who utilise lawyers as part of the settlement
process.
60 percent use strategic planning and accountancy expertise.
Only 40 percent use financial planning services.
While fundamental areas are addressed with consultants, the higher value areas
such as financial planning and process optimisation are not prioritised or often
invested into using consultants.
5. Report Findings
MāoriTrusts: Consultant Services
39
43. 40
How often do you use consultant services?
Key Takeaway:
Half of the participating SMEs use consultant services twice per year or more, which
is notably less than the frequency of Māori Trusts. The other half of the respondents
advised they seldom engage with consultants or do not use them at all.
5. Report Findings
Māori SMEs: Consultant Services
44. In what areas do you leverage consultant services?
Key Takeaways:
75 percent of participants use external accountancy services; and close to 70
percent use external financial planning expertise.
40 percent leverage strategic planning and legal advice.
Only 12 percent engage with leadership development. This is concerning if it is
true that the leader’s constant development and personal growth has the greatest
impact on the business achieving its goals.
5. Report Findings
Māori SMEs: Consultant Services
41
Questions for further discussion:
What development opportunities are Māori SME business leaders engaging in?
How might we communicate to Māori SME owner-managers the value of investing
in leadership development within their business?
45. 42
How often does your governance team engage in up-skilling and training programmes?
Key Takeaways:
42 percent of participants reported that they engage in governance up-skilling on
two or more occasions per year.
29 percent seldom leverage training opportunities, and 11 percent do not partake in
these activities at all. These two statistics are alarming because personal leadership
development is a critical factor in successful organisations.
We also asked participants who do use up-skilling and training programmes to rate
their effectiveness. The results were very positive with an average rating of eight
out of ten.
Questions for further discussion:
What do Māori Trusts consider ‘up-skilling’ to be?
In what areas are training programmes being sort after (e.g. compliance, financial
literacy, understanding a new industry etc.)
How might we highlight the value of training and up-skilling programmes to those not
currently benefiting?
5. Report Findings
MāoriTrusts: Up-skilling
46. What prevents you from engaging in these programmes and services more regularly?
Key Takeaways:
Time was the greatest barrier for Māori Trusts engaging in governance training and
up-skilling. More than half (52 percent) say this is an issue for them. This is likely to
be because they have multiple roles in different Trusts and trusteeship is typically a
voluntary service that they do for their community or whānau.
One quarter believe that the cost of training is a barrier, at 24 percent. 10 percent of
participants said that trustees had no interest in training, and 7 percent believed
training provided them with limited value. Together this represents 41 percent of
participants who are not seeing sufficient value from up-skilling to adequately
prioritise it as an investment and factor it into their budgets.
Questions for further discussion:
How might we reduce these barriers to Māori Trusts to increase engagement with
training and up-skilling?
How might we provide case studies to illustrate the impact that effective up-skilling
programmes can have?
How do we ensure that training helps solve the challenges identified on page 32?
Which organisations have an interest in inspiring more training of Māori trustees?
5. Report Findings
MāoriTrusts: Up-skilling
43
47. How much do you spend annually on up-skilling and training your trustees?
Key Takeaways:
Half of participating Māori Trusts spend nothing or less than $5,000 annually on
training and up-skilling programmes.
30 percent of participants say their Trust spends more than $10,000 annually for the
purpose of up-skilling their governance team.
Questions for further discussion:
What types of training are being undertaken?
Is the spending typically on individual trustees or development as a team?
Is this investment typically in developing new trustees’ capability, or in continually
developing existing trustees?
Given pressures around the cost of training, how can we provide subsidies to those
training providers that have proven effective offerings?
Is the greater spending due to more expensive training, or simply more training?
5. Report Findings
MāoriTrusts: Up-skilling
44
48. 45
We asked participants to share what they think is not effective in current programmes as well
as what they want to see in these types of programmes. Below are the key themes.
What’s not working:
A ‘cut and paste’ approach to delivering training doesn’t work. This refers to ‘off-the-
shelf’ training programmes that are not catered to the specific context of Māori, or do
not consider the dynamics of the Māori Trusts taking up the training
Programmes that are not aligned to cultural values and goals
What Māori Trusts want in up-skilling programmes:
Webinars that can be easily shared and watched in their own time
Case studies of what is working in other Māori Trusts
A ‘one-stop shop’ for all their training needs. Specifically, this could look like a hub that
will guide them to the different training options that would be suitable for each of their
needs
Programmes that are customised to each Trusts’ goals and businesses
The ability to work closely with recognised business leaders on an on-going basis
Business mentors that have the right expertise
Training approach that guides problem solving and uses the Socratic method (peer
discussion wananga) as opposed to being fed information
5. Report Findings
MāoriTrusts: Up-skilling
49. 46
How often does your management team engage in up-skilling and training programmes?
Key Takeaway:
45 percent of participants seldom engage in training and up-skilling. 19 percent
don’t engage at all. This means that the majority of Māori SMEs are potentially not
receiving the constant development, motivation, networking and insights that would
assist them to grow their businesses.
5. Report Findings
Māori SMEs: Up-skilling
Questions for further discussion:
If Māori SMEs were able to test training with low barriers to entry (e.g. low cost and
time involved), would they take up the opportunity?
Does the training that these SMEs engage with focus on academic theory or
practical, entrepreneurial development?
50. 47
Key Takeaways:
Two thirds of Māori SMEs believe that cost is the most significant barrier preventing
them from engaging in training programmes.
Only 7 percent of participants believe that training offers low value. This is a positive
sign.
What prevents you from engaging in these programmes and services more regularly?
5. Report Findings
Māori SMEs: Up-skilling
Questions for further discussion:
Are there free or low cost training programmes that add value?
How could Government support high value training providers to lower the cost for
Māori SMEs?
51. How much do you spend annually on up-skilling and training your managers?
Key Takeaways:
87 percent of the Māori SMEs interviewed invest between zero and $5,000 per
annum on training and up-skilling. 31 percent are not spending anything on training.
This low spend is likely to be because the majority of Māori SMEs have small
operations, few staff and revenues of less than $500,000. Training is therefore
difficult to prioritise among the competing needs for resource, even when this
provides a significantly higher return on investment.
5. Report Findings
Māori SMEs: Up-skilling
48
Questions for further discussion:
What sorts of training did the Māori SMEs that spent more than $10,000 on training
undertake?
Did the lower cost training programmes still add value?
How can we assess the return on investment of committing annual spending to
training and up-skilling?
52. What’s not working:
A ‘cut and paste’ approach that doesn’t focus on developing their specific business or
relevant entrepreneurial business skills
Programmes often do no not do enough assessment work up-front to really understand
the individual business needs
Many programmes are too generic and offer the same advice every time
What they want:
Outcome focused directly on building capacity and capability
Programmes that are focused on innovation to help identify new opportunities
Experienced mentors and coaches who can work closely with the SMEs over a longer
period
A ‘one-stop shop’ for all SME training needs. Specifically, the hub could guide SME
owner-managers on what programmes are suitable for each of their needs
We asked participants to share what they think is not effective in current programmes as
well as what they want to see in programmes. Below are the key themes identified that
relate to these questions.
5. Report Findings
Māori SMEs: Up-skilling
49
53. 50
Key Takeaways:
The two most popular future business and investment interests were Tourism (12
percent) and Geothermal (12 percent).
Other (single responses) = Holiday Park Improvements, Residential Property
Development, Goat Farming, Wind Energy, Social Infrastructure, Agricultural IT and
Agribusiness.
Representatives from Māori Trusts in the Central Bay of Plenty were asked to share their top
three areas of interest for the next 5+ years.
This question was asked to get more granular information about the types of support that
needed to be developed and the best industry experts to bring in.
There were 12 responses to this question.
Current Industry Representation:
5. Report Findings
MāoriTrusts: Future Business Interests
54. 51
Key Takeaways:
67 percent of respondents (4 individuals) reported that there was not a high need for
their Trusts to leverage a joint venture partner or equity partner to help fund their
future investments or business growth.
The remaining two individuals provided the following commentary:
1. “Plenty of potential”
2. “We need sound business and financial modelling to explore our opportunities.
We also require brokers to create introductions between partners”
Representatives from Māori Trusts in the Central Bay of Plenty were asked about their need
to find a joint venture partner or other equity partner to help fund their investments. This may
be because of a lack of available equity for bank debt security or to mitigate risk.
There were six responses to this question.
5. Report Findings
MāoriTrusts: JointVenture Appetite
55. 52
Key Takeaways:
1.“10 percent”
2.“My personal perspective is that I'm quite open to external capital, however I would
be looking for an external investor that has experience and skills in the investment
area. I’m generally comfortable in having an external equity partner providing up to
50 percent equity.”
3.“This is not applicable to us as there have been opportunities but the risk averse
nature of the trustees negates any progress.”
4.“We would want 20 percent voting block for significant investments.”
5.“30 percent”
Representatives from Māori Trusts in the Central Bay of Plenty were asked about their levels
of comfort about taking on external equity.
The question was framed as the percentage of investment capital (10 percent - 40 percent)
that they would be comfortable as project funding.
There were five responses to this question.
5. Report Findings
MāoriTrusts: JointVenture Appetite
56. This report has identified the goals of Māori SMEs and Māori Trusts, and the challenges
they face in achieving these goals. It also examined their engagement with external service
providers and capability development initiatives. This has provided relevant and valuable
information to service providers who have an interest in supporting Māori enterprises to
grow.
There were a number of recurring themes throughout this report. There was a noticeable
difference between the way Māori Trusts and SMEs rate their performance compared to
how service providers rate them. Both Māori Trusts and SMEs place a strong emphasis on
achieving social and cultural goals, though for both, achieving economic goals are the most
important. To overcome the key challenges faced by Māori Trusts and SMEs, there is a
need to improve the leadership at a governance level and at a management level. This
would involve a mix of attitudinal change, self awareness, clarity and innovative strategic
planning. To ensure this happens, the barriers preventing Māori enterprise leaders from
engaging with service providers need to be reduced. There is also a need to improve the
access to money or the ability to generate stronger cash flows.
The Icehouse Māori Development unit is committed to building greater engagement with
Māori enterprises to overcome these challenges. The best way to do this is alongside a
group of other committed service providers. The intended outcome of this is a stronger and
more responsive community of organisations that support Māori enterprises to grow their
businesses and achieve their goals.
With this in mind, this report will inform the future development of Icehouse’s programmes,
services and strategies to ensure we are better addressing the challenges that prevent
Māori enterprises from being of international quality.
We look forward to working with those who share our passion for creating stronger Māori
enterprises and a better New Zealand.
Ehara taku toa i te toa takitahi, engari he toa takitini.
Our strength is not through our work alone; it comes from the work of the many that we
engage with.
6. Conclusion
53