Central Today Magazine 74

Issue 74 | June/July 2014

The agritech revolution Peter Nation explains how the Gallagher Group is delivering simple tools that are deceptively smart

On show

How to make the most out of expos

Ebbs and flows

Surviving seasonal fluctuations

Tech tips for 2014 Ten tips to get your business booming

Getting work sites sorted A smart, simple way to sort health and safety systems

Fieldays

NZ 速

NZ National Agricultural Fieldays Mystery Creek supplement inside

News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 1174-9520

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Issue 74 June/July 2014

In this issue...

VIEWPOINTS

FEATURES

IN BUSINESS

6 Management

11 On show

32 Property & Construction

Business consultant Kevin Vincent on becoming a customer focused company

How to make the most out of expos

Surviving seasonal fluctuations

Modcom Portable Buildings can give you what you want, where you want it, and the inside word on how Morris and Bailey delivered the large Vet Services building in Dannevirke

16 Tech tips for 2014

37 Focus

Ten tips to get your businesses booming

East Pack, Health 2000, deugro’s leading logistics, the newly built $28.5m Avantidrome, Devan Plastics and the case for building with wood

6 Strategies Central Today

Issue 74

www.centraltoday.co.nz HEAD OFFICE

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MANAGING DIRECTOR Gary Collins

OPERATIONS MANAGER Di Barclay

Accountable Business Progress boss Colin Clapp says when it comes to business goals, bigger is better

7 Money Martz Group boss Martz Witty on getting ready for the looming tax payment changes

18 Getting work sites sorted

7 Leadership

20 CV sorting

Essential HR director Mike Johnson on what it takes to be a bloody good employer

Avoid recruitment blunders and hire the right person for the job every time

ADMINISTRATION Kylie Palermo ADMIN MANAGER Kelly Allen Jade Haylett Penny Duns Shannen Johnson

SALES & ADVERTISING Grant Williams SALES EXECUTIVES Rob Cochrane Evelyn Gray Marion Kaglund Nick Douch Mogens Petersen Chris Graves Tina Aiono Maree Aucamp Akash Sandhu Jill Wolfgram-Orr Melissa Sinclair Clive Greenwood Kayte John

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

PRODUCTION Caroline Duke PRODUCTION MANAGER Carolynne Brown PRODUCTION CO-ORDINATOR Sarah Betman DESIGNERS Luke Wattchow Olivia O'Callaghan Alyssa Watson Jenna Day Jarred Shakespeare DESIGNER & ONLINE Phone: Fax: Email:

03 961 5077 0800 555 054 production@academy.net.nz

Disclaimer: This publication is provided on the basis that A-Mark Publishing is not responsible for the results of any actions taken on the basis of information in these articles, nor for any error or omission from these articles and that the firm is not hereby engaged in rendering advice or services.

A-Mark Publishing expressly disclaim all and any liability and responsibility to any person in respect of anything and of the consequences of anything done, or omitted to be done, by any such a person in reliance, whether wholly or partially upon the whole or any part of the contents of this publication.

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Contents Copyright 2012 by A-Mark Publishing (NZ) Ltd. All rights reserved. No article or advertisement may be reproduced without written permission.

ISSN 1174-9520 (Print) | ISSN 2230-4991 (Online)

13,560 ABC circulation as at 30/06/13

www.magazinestoday.co.nz 4 | June/July 2014 www.centraltoday.co.nz

14 Ebbs and flows

8 Hiring Malley and Co lawyer John Shingleton explains the difference between trial and probationary periods

8 HR Angela Atkins from the HRINZ demystifies the Holidays Act

A smart, simple way to sort construction sites’ health and safety systems

Chris Reid from Stimulus Creative explains how to create a logo you love

How to trigger creativity and improve decision making

24 Getting selective Emma Clarke’s company The Selective turns the marketing paradigm on its head

Fieldays Supplement NZ

The hottest agribusiness expo around is looking bigger and better than ever

9 Sales

26

Whitehot Jewellery’s Sharron Le Riche talks about building a white hot sales team

10 Online

This is where you find out what’s on near you

DISCLAIMER: A cancellation fee of 25% may be charged if the booking is cancelled after the sales cut off date.

Your Media Consultant will be able to provide that information if you aren’t aware of it.

How DSK Engineering is delivering through diversity and CD Contracting Welding Services are specialists for the forestry and farming sectors

54 Hospitality The Anglesea Motel and Conference Centre delivers a slice of tranquillity close to Hamilton’s heart, step inside Greytown’s grand old lady - The White Swan Country Hotel, and experience hearty food and friendly service at the Foundation Bar Kitchen Lounge

58 Landscaping How Terra Firma Landscapes deliver the finishing touch to any new or existing home

RR

Christopher Reid from Stimulus Design talks about beauty vs. usability in website design

10 Events diary

Hamilton’s DMW Trailers can design and build a trailer for any type of transportable boat – be it large, small, old or new

52 Goods & Services

22 Left field ideas

®

9 Branding

49 Marine, Boating & Fishing

Reader rewards in this issue…

Grab yourself free geo-demographic targeting from printsaver.co.nz on page 29

26 The agritech revolution

Win a grader blade worth $5,500 from Farm Chief, and grab a Hansen Super-Flo Valve in the Fieldays supplement

Peter Nation explains how Gallagher is delivering simple tools that are deceptively smart

30 King of the road How Tim Alpe turned Jucy Rentals into the hottest business on wheels

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This publication is printed on papers supplied by

All wood originates from sustainably managed forests or waste sources.

All mills utilise the Chain of Custody system to verify fibre source. The end product is recyclable.

All mills are ISO 14001 certified.

About Us Cavalier Woolscourers is the largest and most progressive woolscouring company in the world. Each day of the week we wash the wool from over 65,000 sheep or 1800 farm bales.

We are the only New Zealand owned and operated woolscouring company.

Cavalier Woolscourers operates world class scouring facilities in Napier and Timaru. Our uniquely set up woolscours can wash carpet wool, Merino wool and specialty fibre including Alpaca, Mohair, black wool, etc.

Minimum quantity is one bale.

What is not often recognized is that Cavalier Woolscourers processed wool has the lowest fibre residue levels found anywhere in the world. This adds considerable value to the New Zealand wool clip as internationally New Zealand wool is recognized for its superior quality attributes.

Cavalier Woolscourers provides support to New Zealand wool growers and the shearing industry to promote excellence through industry good activities such as training, competitions and providing world class early processing facilities here in New Zealand.

Globally, our business is well recognised. Today China is the single biggest market for New Zealand wool, consuming more than 50% of what wool is grown here.

Recently Cavalier Woolscourers hosted an influential delegation from the Nanjing Wool Market to undergo a study tour of the New Zealand wool industry. This group represented some of the most power ful and influential wool industry players in China.

Many woolgrowers now send their wool directly from the farm to our wool scour facilities for processing as we are accredited agents to weigh and core test greasy wool.

Cavalier Woolscourers washes wool for 90% of the New Zealand wool exporters. Our customer base has a market share of over 65% of all wool grown in New Zealand.

Managing Director of Direct Capital and shareholder of Cavalier Woolscourers, Ross George shears a demonstration run at the Hales family farm at Wimbledon for the Nanjing Wool Market tour delegates

www.cavalierwoolscourers.co.nz

Delegates of the Nanjing Wool Market study tour visit Hawkes Bay Woolscourers in Napier

Viewpoints | Management/Strategies

Become a customer focussed company

When it comes to business goals, bigger is better

Kevin Vincent is a director of business improvement consultants Vincent and Nugent Limited.

Visit www.vincentnugent.co.nz

• A customer is the most important visitor on our premises • He is not dependent on us; we are dependent on him • He is not an interruption on our work: he is the purpose of it • He is not an outsider on our business; He is the part of it • We are not doing him a favour by serving him • He is doing a favour by giving us an opportunity to do so.

- Mohandas Karamchand Gandhi In order for organisations to excel, they must do more than simply satisfy their customers.

They must differentiate themselves and their employees in significant ways that add value to the customer’s experience. They must provide service that is unique, faster, more reliable, more responsive and more caring than ever before.

Organisations must: • Demonstrate an understanding of the customer’s needs and expectations • Exceed the customer’s needs and expectations.

Customer service is everyone’s responsibility and the secret is simple - make it easy and pleasant for your customers to do business with you.

Customers are really everything. We all recognise the importance of the provision of best possible customer service and that adding value to the customer experience will enhance our chances of future growth.

organist, philosopher, physician and medical missionary who famously said “I don’t know what your destiny will be, but one thing I know: the only ones among you who will be happy are those who will have sought and found how to serve”.

This sentiment needs to be embraced by all in business who by their very existence pursue the exchange of goods and services for payment.

Organisations must focus on customer service.

It is true that many companies have the same levels of technology, similar equipment and processes and that the only real opportunity to differentiate or stand out from your competitors is to provide better service and constantly seek ways to add additional value.

It is clear company goals must focus on obtaining and retaining satisfied and loyal customers.

Colin Clapp is the Chief Thinking Officer at Christchurch based Accountable Business Progress.

Visit www.accountable.co.nz

We all know the importance of setting goals, but what really makes the difference is setting the right goals. And in business when it comes to goal setting, it pays to think big.

Goals can be scary things. That’s why most business people set relatively low goals. The reason for this? Fear of failure.

By setting low, safe goals, you can avoid feelings of failure by creating relatively easy hurdles to jump. Goals that are easy to attain also mean you can claim success and have a great sense of achievement by easily hopping over these hurdles.

It’s like adding things to your list after you’ve completed them just so you can have the satisfaction of crossing them off.

Sound familiar?

My tips for the provision of best service include: • Know your customer well. Understand their needs and your capabilities to meet those needs. Learn and understand their needs, wants, desires, issues and goals • Constantly seek ways to add value to the customer relationship • Listen to your customers. Listen to hear, listen to understand and listen to communicate your understanding. Everyone loves a listener • Do the right things for your customer.

Be empathetic and see things from their perspective. Have a real integrity and strong values with your customer. Treat your customer as you would like to be treated • Provide best possible service to your internal customers. Try it, the results will delight.

As we treat each other better so we will all play our part in the provision of best service to our external customers. Customer service is contagious

This approach to goal setting can do wonderful things for your self-esteem, but it won’t do great things for your business.

Average goals also produce average results.

If you want exceptional results for your business then you need to set exceptional goals. To do this, you need to think big.

Oddly enough, the bolder you are, the more likely you are to meet and even exceed your expectations. And, even if you do fall short, you’re still likely to accomplish more than you would have otherwise.

One of my clients has a goal around being a role model for his children, his family and his friends - so much so that he has now set a life altering goal. Within three years, he will take the year off from his business and take the whole family on an around the world surf trip.

I expect it wasn’t that long ago.

The beauty of this is that his entire family, friends, neighbours and workforce all know about this goal. He is motivated to show people it can be done. All we need to do now is build the support system behind him and put the planning in place. This is what will make it happen. Showing it can be done is a powerful driver for my client; everything else is just following the script.

Dr. Albert Schweitzer (1875 – 1965) was a German and then French theologian,

The following five steps can help you set and achieve your big business goals.

Why then do we encounter and are subjected to shoddy, sloppy and thoroughly unprofessional service?

When was the last time you felt neglected, frustrated and annoyed at the service you received?

• Trust your customer and be trusted. It is the foundation of relationship.

Think big, and start with the end in mind Nothing is too unreasonable or too unrealistic.

A business goal, or even a life goal, should be seemingly out of reach, but with considerable effort - reachable. Don’t be afraid to set outrageous goals, saying them out loud or writing them down simply confirms your commitment to making them happen.

Connect your business goals to your personal happiness Look at how your business goals affect your personal happiness. You need to understand how you’ll reach your goal and what wealth it will bring you – both monetary and personally.

This way, you will be invested in achieving your goal practically and emotionally.

Create a plan detailing how you will achieve your goals While you may know exactly what it is that has be done to reach your goals, it’s still important to specify the steps and actions you are going to take to get you there.

Include timeframes to keep you on track.

This will ensure your goals never seem out of reach, but are only a matter of small steps to be conquered.

Identify roadblocks and plan alternative routes If you can figure out what’s getting in your way, then you are halfway towards removing the obstacle. More often than not, it is our own self doubt that gets in our way.

Get rid of your self doubt by referring to your plan regularly and taking small steps to keep on track.

Continually remind yourself of your goals Write them down and continually refer to them. Don’t keep your goals to yourself share them with friends, family and your team. By making your goals well known to those around you, you’re ensuring that you don’t delude or cheat yourself – and you have something to prove. You are also giving the people around you an opportunity to support you and help keep you on track.

What big goal excites you? Be courageous share it, plan for it and make it happen. The rewards will be worth it.

1950’s diner on site 11 Railside Place Hamilton CLASSIC CARS and vintage collectables 6 | June/July 2014 www.centraltoday.co.nz

phone 07 9572230

Viewpoints | Money/leadership

Big tax payment changes are afoot - are you ready?

Martz Witty heads the Martz Group, aligning chartered accountancy with the creativity of business development. Visit www.martz.co.nz

From October 1, 2014 there’s changes that may materially affect the way you make payments to the Inland Revenue Department.

Change is an ever increasing and challenging thing in business. As business owners and managers we need to know what’s happening and then asses our systems and procedures to cope with the change. It’s relentless, but it’s a given so best we keep abreast of things and plan for it sooner rather than later.

When a due date fell on a weekend you got an extra few days advantage.

Another change from October 1, is that Westpac will no longer be able to accept counter cheque payments and drop off returns. You can still make cash and eftpos payments, though these will be treated as received by due-date. IRD’s logic in removing this service from Westpac is that IRD offices can accept cheque payments, returns and forms directly.

Recent moves have seen a desire by IRD for taxpayers to use more online technology, from filing returns through to making online From October 1 payments made to the IRD payments. It is fair to state that digital need to be received by IRD on or before due payments are more secure and faster than date to avoid payment penalties and interest. traditional payment methods. They’re also No longer will a payment posted on or before available 24 hours and seven days a week. due date be accepted. It must be received When a due date falls on a weekend from on or before due date by the Inland October 1, 2014 the return forms need to be in Revenue Department.

Inland Revenue’s hands on or before the due Cash is king in any business and managing date together with payment in full. The next cash flow is a crucially important function for trading day will become the due date and every business, no matter what line of work receipt of forms needs to be before business you choose to operate in. Paying bills on closes on that day. Payment that evening will time keeps your credit ratings in good shape, still be accepted by IRD as being received on paying IRD on time is equally important. due date.

Late payment fines, penalties and Use of It might seem a minor change, but the Money Interest all contribute to spending implications for businesses that have relied money on items you don’t want to. on keeping that payment out as long as Penalties and late filing fees aren’t even tax possible will need some managing. So too deductible; at least Use of Money Interest is will office procedures around the sending in but then why pay it if you don’t need to. of the returns if these are still going to be The days of using IRD as a bank have long since ended. That’s why they introduced Use of Money Interest all those years ago.

It was a common ploy by businesses to try and squeeze a few extra days’ time for payments by posting a cheque on the due date, then wait for the post to deliver a few days later. So long as it was postmarked with the due date or earlier everything was sweet with the Inland Revenue and you got to keep your money in your bank for another couple or three days – sometimes even longer.

Many businesses even relied on those few days as they waited eagerly for their creditors to pay them on the 20th of the month whilst their PAYE cheque (for example) was lurking in a post office bag somewhere up and down the country.

sent by post.

You can’t control the post and a post mark will no longer be argument enough that you fulfilled your obligations. Fines for late filing of returns can really mount up depending on the tax type you’re filing, be it Goods and Services Tax, P.A.Y.E., or Resident Withholding Tax to name just three.

A recent statistic from IRD informed us that they have about 70 percent of payments to them made electronically now. This hardened stand on payment due dates will bring all taxpayers into line so that they can all be treated equally.

If you have any concern about this planned change in policy from the Inland Revenue Department we recommend you have a chat with your accountant or financial advisors.

Being a bloody good employer

Mike Johnson is the director of Essential HR with significant international and local experience.

Visit www.essentialhr.co.nz

Being a good employer is good, as you are signaling to your employees that you care about them. And in many situations, this is enough to increase retention on its own. But in a highly competitive environment, being good is often just not good enough.

A good employer is an employer that provides work for their employees, pays them on time, gives a work environment that is safe, impartial, developmental and provides equal opportunity for all.

Being a bloody good employer takes things to the next level. These are the employers that people really want to work for. The culture is great, the work is interesting and varied, the values are shared and recognised, and the company’s leadership is solid and inspirational. In short their employees are motivated and get excited about their work.

Naturally, therefore, being a bloody good employer also leads to higher levels of employee engagement and satisfaction.

All of these factors lead to much higher levels of employee retention and a direct impact on your bottom line through increased productivity.

There are many companies that exist in general perception as anecdotally being bloody good, such as Google and Apple. In New Zealand specifically, several that come to mind include TradeMe, Flight Centre and AA Insurance.

But what can you, as an employer, do to become bloody good employers?

Well to begin with, it’s important to tick the boxes required by law, such as getting your health and safety practices into shape and giving everyone in your company job descriptions.

This should be followed by giving your employees the necessary tools to perform their jobs, such as the correct training and an ergonomic work environment. This includes things as simple as making sure your office chairs promote good posture and getting your left handed carpenters the tools that suit them.

Training, at its most basic, should ensure that employees can do the tasks that are required of them, but extends to enabling an employee to grow. I have just attended a review meeting where the employee was clearly excited about the prospect of being trained to take on HR administration responsibilities.

Critical though, is being genuinely one team, with a set of company values that are shared and recognised, and which permeate right from top management to every single employee. Management who walk the talk, and who demonstrate strong leadership, clearly model these values day to day.

Being bloody good means: Your employees have clear direction, recognising where they are now in their career and where they aspire to be in the future. Plus it means giving them the help they need to get there, setting goals, and helping them achieve.

Employees know exactly where they are at. There is open and clear communication, not just from the top down, but also from the bottom up. Employees are encouraged to share their views on business operations, and can express their ideas - whether they are a top sales executive or a cleaner. It also means they get clear performance feedback.

An open door policy, providing a safe environment for issues and concerns to be raised at any time – without fear of retribution.

Caring about your employees, not just for what they can do for you, but for who they are as an individual, making them feel valued and respected.

Every bit of advice I have shared with you in this retention series has been a way in which you can be a bloody good employer.

Canterbury, today, is an exciting place to be both as an employer and an employee, so the more you can apply these principles, the better your chance of ensuring your top employees don’t jump ship to where the grass seems greener.

You have all fought a battle to hire the right employees for your company, now you can make sure that they stay happy right where they are – working for you.

www.centraltoday.co.nz June/July 2014 | 7

Viewpoints | Hiring/HR

Trial period or probationary period, what's the difference?

Help! Ben’s going on holiday.

What leave applies?

Angela Atkins is GM of Elephant Training and HR, and president of HRINZ Auckland.

Visit www.elephanthr.co.nz

John Shingleton is a partner and general manager at Malley & Co Lawyers. Visit www.malley.co.nz

A proper employment contract is important to protect both employers and new employees alike.

employees from access to justice, the provisions had to be strictly interpreted.

He then identified a specific series of steps to be complied with cumulatively and held that failure to comply with any of these steps may disqualify an employer from the trial period immunities.

Since April 1, 2011, all employers can employ new staff on a trial period of up to 90 days. This article explains the differences between this 90-day trial period and a probationary period.

• Written reference to a 90-day trial period

90-day trial periods

• That during the trial period the employee can be dismissed

There are a few myths surrounding the 90-day trial regime.

First, the sky did not fall on our collective heads as predicted by the unions and second, it is not a “fire at will” regime as stated by certain politicians. Rather, the regime provides employers with a number of immunities if they strictly follow the law.

There is further evidence that the regime has contributed to the steady decline in unemployment and the Employment Relations Authority and Employment Courts have adopted a very strict interpretation of the legislation.

Trial periods are governed by ss.67A and 67B of the Employment Relations Act 2000 (“the Act”). An employer and employee can agree that the employee will be on a trial period for up to 90 days as long as: The employee has not been employed by the employer before The employment agreement includes written provisions stipulating that the employee is subject to a trial period, and that during the trial period the employee can be dismissed and cannot take a personal grievance or legal action against the dismissal.

However, an employer can still be liable if it disadvantages an employee in their employment or fails to act in good faith or give a reason for the dismissal, if an explanation is sought, or discriminates in breach of the Human Rights Act. The leading case so far is Smith v Stokes Valley Pharmacy Ltd [2010]. In that case Chief Judge Colgan said that because the effect of the regime was to deprive

8 | June/July 2014 www.centraltoday.co.nz

The Holidays Act 2003 can be a little bit confusing in some circumstances. When you have employees taking holidays are you sure that you’re legally complying?

A: No under the Holidays Act if you’re on annual leave it can’t be changed to sick.

B: Yes he can change it to sick leave but only if his manager agrees to it.

C: If Ben got sick the day before be went on annual leave then he can change it to sick leave automatically.

The Employment Relations Authority has since consistently applied the Chief Judge’s decision.

It may seem fairly simple - an employee wants to take a holiday - but what happens if D: Yes the employee has the right to change you can’t cover their role for that long? Or they annual leave to sick leave if they have gone go anyway? Or they get sick while they’re on to the doctor. annual leave?

Answer: The correct answers are B and C. There are a number of sticky issues around If you’re already on annual leave and you annual leave and we’ve got some cases get sick, you can ask to change it to sick we’ve had to deal with at Elephant to test leave, but a company can say no. However, you out. Can you deal with our favourite fake if an employees gets sick before they go on employee Ben and see if you’d comply with annual leave, then they can automatically the Holidays Act? change it to sick leave.

Probationary periods

Case study 1: You can’t turn me down!

Case Study 3: Daylight Savings

A probationary period should not be confused with a 90-day trial period.

Ben applies for three weeks annual leave but as his manager you turn down his request as it will be too hard to cover his role for that long. You offer that he can take two weeks.

Ben wants to know what will happen if he takes the holiday anyway. Which statements are correct?

It’s October. Ben comes and tells you that he had to work a special shift last weekend, from midnight to 6am, as the IT team were changing systems and needed some people to be at work to test it out. The clocks went forward at 2am on Sunday morning and Ben wants to know what he’ll be paid and also what would happen if the clocks had gone backwards. Do you tell him:

These steps are:

• The employee cannot bring a personal grievance or other legal proceedings against the dismissal.

A probationary period is a period of employment whereby an employee is subject to a trial of sorts but not under the provisions of ss.67A and 67B of the Act. This means the employer is not immune to a personal grievance of unjustified dismissal.

A probationary period also means the employee is entitled to feedback regarding his or her performance and if the employer breaches any contractual duties to the extent it’s reasonably foreseeable the employee could resign, then the employer could face a constructive dismissal claim.

If an employer is unhappy with the performance of an employee on probation, then the employer cannot terminate the employment without following a fair procedure or justification as defined in the Act. Although the period of probation is not limited to 90 days, the employer must act fairly, reasonably and in good faith.

Trial periods vs. probationary periods Sometimes an employee is simply not the right fit. Other times, the employee’s performance is not reflective of what their CV might indicate. Therefore, when asked, I always advise employers to consider a statutory 90-day trial period rather than a probationary period, or outright immediate permanent employment.

A: Under the Holidays Act an employee has the right to take three weeks in a block.

B: An employer can turn down annual leave requests if there is a genuine reason for saying no.

C: If an employee takes leave that has been declined, they could get a warning or even dismissal as this could be misconduct or serious misconduct.

A: He only worked five hours so he gets paid for five hours.

B: Even though he only worked five hours, he’ll be paid for six (12 to 6am).

C: If the clocks go backwards, he has to work seven hours, but only gets paid for six hours as it was 12 – 6am.

D: The employee has the right to take annual leave whenever they want.

D: In going backwards he actually worked seven hours, so he gets paid seven hours.

Answer: The two correct statements are B and C. With A, an employee does have the right to a block of two weeks, so you need to make sure they are able to take this at some point. As for D, annual leave is by mutual agreement.

Answer: The answer? B and D are correct.

The employee gets the benefit each time.

It’s about what time you start and finish! Of course this only happens twice a year and most people don’t have to work that shift.

Case study 2: I got sick Ben has taken two weeks annual leave and returns to work saying that the first four days of his holiday he was actually really sick and had to go to the doctor. He wants to change his annual leave for those days to sick leave.

Can he?

Viewpoints | Branding/Sales

Falling in love with your logo

Build a dynamic sales team

Christopher Reid is the managing director of branding, design, advertising and promotion agency, Stimulus Creative.

Visit www.stimuluscreative.co.nz

Do you love your logo? Does it reflect the real you?

competitors. It’s important to research your competitors but don’t be tempted to imitate them - it’s unoriginal, not to mention illegal.

A great logo is more than just a onedimensional identification mark. It’s an integral part of your overall brand and it’s often the first opportunity your customers get to meet you – and first impressions count!

Simple or complex? Striking a balance is important so that the design draws the audience in easily but also sparks curiosity.

Your brand is the personality of your business.

It communicates key messages about who you are, what you offer and how you make a difference. Its purpose is to create a relationship – an emotional connection between you and your audience.

If your brand is your personality, your logo is the face of your business. Its purpose is to ensure your business is easily identified at a glance. It provides instant and powerful recognition of your brand and the services or products you offer.

Get your logo right and you’re one important step closer to creating a strong brand.

Logos evolve as businesses evolve A quick Google search on logo evolution makes for a great history lesson.

Take Apple, for example. In 1976, its logo featured a scene depicting Sir Isaac Newton under an apple tree. To keep pace with changing market, the logo has evolved into the stylised, monochromatic image of an apple with a bite out of it that we all recognise today.

A brand or logo refresh is a great way to ensure the elements that make up your corporate identity still reflect who you are today.

Text only, symbol only, or text and symbol?

Some companies are so recognisable they can omit their company name and rely only on a symbol; for example, Apple and Nike.

What’s right for your business will depend on your current market position and your overall branding strategy.

Back to basics Your logo needs to be adaptable in order to function well in a variety of applications – print, online, signage, maybe even on the back of a bus. Here are some tips to ensure your logo can handle everything you throw at it.

If your logo uses colours, be sure to test it in black and white as well – there will be times it needs to work in both.

Is it flexible enough to work in a number of variations and formats? For example, you may need a wider, landscape format to fit the proportions of a website banner or header, and you may need a reversed colour variation to create a different look for certain situations.

A lot of successful brands use only one colour.

To create the greatest impact, choose two or three at most unless there is a specific reason to use more.

Your logo needs to work well no matter what the size. Viewing it in the smallest size is a good test to ensure it maintains its impact and integrity.

So what makes a great logo?

The design process

The big picture stuff Looking nice is just one aspect of logo design – your logo also needs to convey a host of messages about your business. Here are some points to consider when you are creating or refreshing your logo: Is it memorable? A good logo should clearly represent who you are, what you offer and how you are different. It should be recognisable in an instant.

Is it original? Your logo should be distinctive – it needs to differentiate you from your

A solid design process (and ideally a full brand consultation) is essential to capture the essence of what a business is all about. The essence of your brand is something that holds an energy and life of its own.

You’ve really got to love your brand – hopefully you’ll be together for a long time!

Sharron Le Riche is the founder and director of Whitehot Jewellery - a direct selling company that operates across New Zealand.

Visit www.whitehot.co.nz

Sales success is all about people and their performance. But, more than that, it’s about how each individual works, relates and achieves within a team, while still maintaining their own identity and personality.

each other. Within our team we communicate changes quickly and often ask for ideas before making any changes, as this helps people feel involved; as opposed to feeling they are the “last to know”.

Building a strong and productive culture within your business takes time, commitment and consistency from the leadership team.

An engaged sales team needs a chance to get together - talk about their progress and challenges and share their experiences.

Culture is more than a statement on display in a photo frame; it’s a way of doing business and it requires everyone in the company to be committed to the collective end goals.

At Whitehot Jewellery our culture is one of supporting each other, working with a positive, can-do attitude, creating the best customer experience possible, and providing flexibility, support and training.

Maintaining and growing a dynamic team culture relies heavily on the recruitment process.

In my experience, attitude always outweighs skill. You must recruit people with similar attitudes (not skills) as they embrace and relate to your culture more easily.

Your training will then provide the necessary skills for the right people to become successful within your culture.

Your training programme needs to continually expand on the company’s key attitudes and provide the necessary skills to be successful within your culture.

Value authentic communication Regular communication is vital in maintaining your team culture. Transparently and authentically share the company and team goals with everyone. And encourage your people to speak up, share ideas, ask questions, become involved and help each other. This provides a sense of belonging and a feeling of genuinely being involved in the success of the company.

Real communication within a team helps people to work together, rather than against

As well as team and companywide communication platforms (online, newsletters and phone conferences) it’s essential to have regular face to face meetings.

This sharing will help others be more successful and help solve problems. It also gives people the chance to get to know each other on a personal level. It is much easier to get teams working together when they know each other and view others as team mates, not competitors.

In our business, many of our reps work remotely, but we are still able to create productive working teams through virtual meetings – Skype, webinars, conference calls and social media pages.

Celebrate success Keeping people engaged requires recognition and rewards. Set goals with every individual and then always encourage and recognise achievements.

It’s important to celebrate the success of individuals and the team as a whole.

I believe a heartfelt “well done” is worth more than the income earned from the sale.

On the flip side – address negative behaviours and attitudes when they arise, if ignored, these negatives can spread to others in the team.

Lead by example Trust is essential in a successful and dynamic team, and this means leading by example.

Show others you trust them by delegating responsibilities and letting them know you rely on them to deliver. Trust in others improves communication, ideas and productivity.

Through a planned schedule of training, support, trust and communication your team dynamics will improve, and managed consistently, this can only lead to increased success.

Molesworth Station High Country Tours Phone 03 5728025 info@molesworthtours.co.nz www.molesworthtours.co.nz

Discover the history, romance, and beauty of Molesworth Station NZ’s largest cattle station, choose from a range of guided tours to suit you.

One Day Tours - Multiday Heritage Tours - NZ Cycle Tours - 4WD Tag-along Tours Departing from Blenheim in the heart of Marlborough wine country. www.centraltoday.co.nz June/July 2014 | 9

Viewpoints | Online

News | Events Diary

Beauty vs. usability finding the balance in website design

EVENTS DIARY

What’s happening on the business and entertainment front TUESDAY, JUNE 17

Christopher Reid is the managing director of branding, design, advertising and promotion agency, Stimulus Creative.

Visit www.stimuluscreative.co.nz

“One Mississippi, two Mississippi,” that’s how long your webpage has to make a good first impression!

It’s also how long it takes before users navigate away if that first impression misses the mark.

So how can you make sure you capture your audience’s attention within those crucial two seconds?

It’s all about achieving the balance between beauty and usability, you don’t have to sacrifice one for the other.

How to make your website visually engaging?

A far cry from the text-based web pages of the 1990s, websites now rely heavily on graphics. However, there is still a subtle balance to be achieved between the use of text and graphics.

The use of eye-tracking technology has provided fantastic insights into our eye movements; that is, where we look and for how long. And the research indicates our eyes are still drawn to text.

However, graphics should be used first to attract the user, and to support the text on the page.

Make sure your photos do you justice Be aware that sometimes amateur photos can bring the overall look of your site down. Professional photos will convey the right message to your audience – that your business is well-established, trustworthy and reputable.

Make it an enjoyable read Your choice of font, its size, alignment, colour and spacing, all contribute to the readability of your text. Cramped text is off-putting and poorly aligned text can look messy.

Some colours can be hard to read, whereas the use of contrasting colours can help to reduce eyestrain and focus attention.

Good typography also creates a visual hierarchy to guide your audience to important content by using larger fonts for headings and opening paragraphs, content dividers and effective combinations of imagery and text.

Stay true to your brand Your brand’s image, look and feel should always be consistent. Your customers like to feel they are in a familiar place. Reduce confusion by connecting the colours and fonts on your website to those used in your logo and other brand elements.

designed to help you change the way you develop your business plans. It uses The KiwiHost Advanced Customer Service Business Model Canvas (as opposed to the Napier traditional, intricate business plan) to help Empower your staff with vital customer organisations conduct structured, tangible, service skills and a positive attitude to and strategic conversations around new keep your customers coming back. The businesses or existing ones. The canvas’s programme, brought to you by KiwiHost main objective is to help companies move training, is for businesses wishing to raise beyond product-centric thinking and towards their customer service standard and to business model thinking. It is ideal for Start-up improve staff service skills. The key subject founders, business owners and operators, areas this course covers are customer profiles, entrepreneurs, investors, and teams hungry can-do communication, customer loyalty, and for new sources of innovation with ideas handling customer concerns. worth exploring.

For more information, visit: For more information visit: www.biztrainers.co.nz www.sodainc.com

THURSDAY, JUNE 19 Employer workshop – New Plymouth

How to ensure your website is user-friendly...

Don’t get too fancy With so much technology available, and most of it pretty affordable, it’s tempting to add all the bangs and whistles to your website.

However, too many flashing images, animations, pop-ups and automatically playing multimedia are all listed as things people hate the most about web browsing.

This hands-on, interactive session hosted by the IRD covers all the basics, including completing monthly wage summary employees, calculating PAYE and other deductions, and filing your employer monthly returns online. Ideal for sole traders, partnerships and other small businesses it also covers deductions and allowances, record keeping requirements and completing monthly wage records.

To book or for further information email: advisory.newplymouth@ird.govt.nz

Keep the navigation simple yet varied Your website does not stand alone; it’s part of the World Wide Web and as such it’s worth adopting certain conventions – including, familiar navigation. Website users are used to navigating business websites in a particular way. Stray too far from the conventions and you may drive your customers away.

Your navigation design should also offer a variety of ways to get to the same place.

The idea is to provide an easy and intuitive experience for people to search for information.

Don’t be afraid of space Think about where you place content on your page and use adequate space between sections. This will allow the design to ‘breathe,’ which is important for both the aesthetics and usability of your website.

Eye-tracking studies indicate that the top-left corner of a webpage gets visual attention first. Following this, our eyes follow an F-shape – scanning the page from left to right, then in a downwards direction. This is repeated, and then we scroll to the bottom.

Using this knowledge, place important information where users are most likely to absorb it.

There’s no reason why websites can’t be beautiful and usable. Is yours?

SATURDAY, JUNE 28 – 29 The Seriously Good Food Show – Bay of Plenty The Seriously Good Food Show just keeps on getting better. This year it’s back bigger and better than before, and will be hosted in the larger six court arena at the ASB Arena in Baypark. Seriously good food, drinks and live cooking seminars, grab your family and friends for a day of ultimate tastings.

MONDAY / TUESDAY, AUGUST 11-12 DANA Conference - Rotorua Rotorua’s Novotel Lakeside hotel this year plays host to DANA’s two day New Zealand forest industry sector conference. Included will be presentations on the state of the New Zealand tree plantation industry and New Zealand’s place among the global demand for institutional forest investment. Other topics include the trading environment and the direction of world’s largest softwood sawlog export industry, the state of the sawmilling industry and initiatives to improve it, among others. The second day has a field trip which leaves Novotel at 1.30pm.

To purchase tickets call: (07) 349 2764

WEDNESDAY, AUGUST 20

SATURDAY, JULY 12

Pitching Workshop – Hamilton Change the way you pitch your business to different target audiences with the SODA Ignite Workshop. This workshop is best suited to business owners and entrepreneurs who want to learn how to switch between their personal pitch, business pitch and customer pitch. Participates will learn how to form a powerful pitch suited to their target audience that with generate leads, upsell, grab attention and make your business a success.

Young Farmers Fight Night for Charity – Hamilton

For more information, visit: www.sodainc.com

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

A young farmer initiative, members will be able to settle scores with each other in the boxing ring with all proceeds from the event to be donated to the charity Land Search and Rescue. The boxers are committed to an onerous training schedule leading up to the event and will square off in a series of threeround boxing bouts.

TUESDAY, SEPTEMBER 2 Introduction to business seminars – Hastings

If you’ve got a good idea and/or are taking existing skills and going it alone, yet don’t quite know what boxes need to be ticked, For more information or to book, go to: www. this Inland Revenue Introduction to Business seminar is just what you need. Learn about eventfinder.co.nz working with the iRD’s online services, business structures, income tax, expenses you WEDNESDAY, JULY 30 can claim, GST and more.

Business Model Workshop - Hamilton To book or for further information email: This half day SODA Ingnite Workshop is

Advisory.Napier@ird.govt.nz

OPEN 7 DAYS 10AM – LATE FOR BOOKINGS Call us on (06) 877-0008 114 Havelock Rd, Havelock North offthetrack@xtra.co.nz | www.offthetrack.co.nz Off The Track is a family owned and operated Restaurant. The focus is on providing a warm and welcoming atmosphere for all and any diners from all walks of life. Off The Track is the ideal venue whether you are after a relaxing cup of coffee with friends, weekend brunch or a three course meal from our fabulous menu. Children can entertain themselves on the fantastic playground and large lawn while you enjoy grown up conversation.

Off the Track also offers 3 private self contained cottages situated in rural surroundings with stunning views of Te Mata Peak.

10 | June/July 2014 www.centraltoday.co.nz

News | Tactics

On show

how to make the most out of expos

By Laura Hall

Even in the massive online communication world we live in today people still prefer to buy direct from people.

Human contact gives the customer trust in the business and trust they will receive a quality product, it also helps to build loyal customers who will become valuable repeat customers.

Exhibitions offer a unique opportunity to meet potential customers face to face, build a rapport and seal the deal.

However, putting your business on show at exhibitions can be a big expense for small to medium sized businesses. So maximising the opportunity to create leads, grow customer base and make sales is vital in order to make a return on the money and time invested into the event.

Amanda Magnus is exhibition director of Exhibitions and Events New Zealand. In 1990 she started her career working on international hospitality trade shows in London. In 1998 she transferred to Sydney to manage Gift Trade Shows and in 2004 moved to Auckland to join the Home Show Team where she now manages Exhibitions and Events New Zealand for their Australian owners.

Preparation Preparation is vital for success, giving you better value for money. Get the word out there your business will be at the exhibition and set yourself clear objectives so you can measure you achievement and success of the event.

The show organiser will undoubtedly do a large amount of pre-show advertising, but don’t rely on this alone to draw customers.

Remember to value the worth of your existing customers by “making sure you let them know you will be at the show and the stand number you are on, pop it on your email signature, websites, newsletters, radio or print advertising pre show,” Amanda says.

She recommends whether you are a seasoned exhibitor or new to the game you should always set yourself clear, measurable objectives.

“Know exactly why you are exhibiting and what you wish to achieve, set yourself a goal of making 100 leads or 50 sales and then try to exceed it. Partaking in an exhibition is the only clearly measurable marketing activity a company can undertake.”

Smaller stands have just a few seconds to catch the attention of the passing visitors so make it count. Amanda says the key to drawing foot traffic to your stand is by “keeping your message clear and concise” and clearly displaying what it is you do.

“Don’t overcrowd your stand with too much signage and make sure the signage you do use is sharp and clean looking with minimal words for big impact.

“Visitors won’t waste their time reading lengthy signs, they just move on.

Reserve your more in-depth information for broachers to hand out to those who are interested.

“The better stands I have seen are always open without any form of barrier to the visitor; they are not blocked in with walls or steps to gain access. They don’t have sales people looking ready to pounce but rather bright, colourful, open space, clearly showing what it is they do.”

Show time Thousands of potential customers will walk past your stand, so it’s important from the moment the venues doors open till they close you are on your game.

If you have any questions just ask the organisers and take advantage of their knowledge she says. “That’s part of our role Amanda says having the wrong staff on the - we want to ensure success stories and have stand is the biggest mistake exhibitors make. repeat customers just like any other business.”

“The single most important asset a company First impressions has for exhibition success is putting the right people on the front line - the staff who are The design of your stand plays a big role in Amanda shares her wisdom of more than 20 visitor’s first impressions of your company and most knowledgeable about their products or years working in the exhibition industry on your products or services. It dictates if people services, who are engaged and understand how to prepare for an expo, design a stand the objectives and really want to see return will even visit your stand let alone want to and make the most of the plot you’ve paid for. buy something. on the investment.

“Competitions and giveaways are a great way of attracting additional foot traffic to your stand and entering into a competition also enables you to gather data. It needs to be relevant and targeted - if not the danger is you get thousands of entries and not necessarily any leads,” she says.

It is important to follow up with the leads you make shortly after the expo to make the sale.

She says you may be too busy to speak to everyone who passes your stand, so have plenty of brochures on hand for people to take away. Brochures are vital for companies selling large or expensive products or services.

Customers who are on the hunt for an expensive item often want time to think about their purchase, compare it against the competition and weigh up their options.

A good hand out will help them with this process and get them coming back.

Fact The Kolkata International Book Fair, in Kolkata India, is one of the largest expos in the world with more than 2,000,000 visiting the annual event.

Checklist: Find out where the power outlet is well in advance and purchase extensions cords if needed.

Bring more pens, business cards and brochures than you anticipate you’ll need; you don’t want to run out of these.

Have enough staff to work shifts which means ideally three people; two at the booth and one working the floor, this also allows for breaks which are needed.

Customer experience key to driving business growth A recent Colmar Brunton survey shows how Kiwis respond to good and bad customer experiences and reveals why delivering great customer experiences is the key to business growth.

Colmar Brunton CEO, Jacqueline Ireland says New Zealand businesses must focus on the customer experiences they deliver because of how customers react to their experiences – good and bad – and the influence that has on business growth.

“Our survey shows that most Kiwis take action as a direct result of customer experiences.

The first response is to tell others about their experience and then they look at changing their behaviour,” she says.

the phone (41 percent) or post on Facebook (20 percent) to tell others. By comparison, only 25 percent of those who shared good experiences used the phone and 13 percent posted on Facebook.

Poor customer service was the biggest turn off (43 percent) with long waiting times (16 percent) and poor communication or lack of follow up (14 percent) also contributing to bad experiences.

The survey asked 1,000 New Zealanders about their good and bad customer experiences.

Of those surveyed who had a particularly good experience, 51 percent chose to make that company their first choice provider while 28 percent became less interested in the competition.

Ireland says the survey underlines the critical role the customer experience plays in business and their ‘Grow’ seminar has been developed to deliver deeper insights into the customer experience.

On the other hand 35 percent of those who had a very negative experience started looking for an alternative provider and a further 30 percent became more interested in hearing from competitors.

“We are a passionate advocate for the voice of the customer to drive business growth and success,” she says.

Results showed that more people (70 percent) told others about their good experiences than shared their bad experiences (58 percent).

But it is those with a bad experience to report who tell more people about them.

Fortyone percent of those surveyed told 11 or more people about their bad experiences compared to only 15 percent who told at least 11 people about their positive experiences.

Survey respondents almost all shared their good and bad customer experiences with others in person, but those who are subject to bad experiences are most likely to pick up

Great service (for 37 percent of those surveyed) and helpfulness (21 percent) were highlighted as the overwhelming reasons behind a good customer experience, ahead of price (18 percent).

“We want to share our insights on how to identify the types of experiences customers want, creating ideal customer experiences, empowering staff to deliver them, measuring their effectiveness and using the information to drive business success.” www.centraltoday.co.nz June/July 2014 | 11

Tile Trends

- the contemporary face of flooring The face of flooring is revolutionised time and time again. This is particularly the case on the tiling front where the tidal tile changes sweep new trends in, and old ones out, every year.

“We also distribute right throughout New Zealand to independently owned stores who purchase direct from us. This wholesale element of our business is very important because it means customers who prefer and value our products, but are not in close proximity to one of our own stores, still have access to us.

The contemporary choices available spoil us with a myriad of options meaning we can be as choosey as we like and change things up whenever inspiration strikes us.

It is the loyalty demonstrated by its strategic partners and customers, as well as the widespread acknowledgement of Tile Trends being a superior flooring supplier that gave the business the resilience it needed during the tough times.

One New Zealand business that has been indulging us with flooring options since way back when is Tile Trends – an iconic flooring firm that is here, there and everywhere through Aotearoa.

At the helm is owner and operator Graeme Clearwater whose importing, wholesale and retail smarts ensure Tile Trends’ loyal Kiwi patronage is growing by the day.

“We work hard to support our distributors with very competitive pricing and industry leading service - any enquiries for our products from customers outside of our branch geographical areas are always referred to our distributors.”

“We were vulnerable to some extent during the global economic recession. Our close relationship with the construction sector means we were exposed to their losses too.

“We had to think strategically and reduce costs where we could. This means we had to unfortunately reduce our head count to some extent, hunker down and keep a close eye on what the market was doing.”

Despite all of the challenges, obstacles and a wildly fluctuating market, Tile Trends demonstrated tangible growth and continued to expand its product range throughout this time – much to the delight of is style hungry customers.

“We do have a very extensive product range and very high quality tiles – the best in the industry. We are particularly proud of this fact, and our ability to meet evolving needs and preferences.”

It is also a significant strength of the business’ that it can provide tiles to suit any budget. The range covers the full spectrum – from a no-frills tile for the budget conscious, right through to the most elegant flooring styles available at several hundred dollars per square metre.

“In addition to our extensive range, our other unique position is that we are a direct importer. What this means is that we actively hold stock in our local stores so customers can usually get their tiles the day they need them.

“We can also assist customers where they need it with installation. We don’t install tiles and flooring ourselves, but have comprehensive networks and knowledge in this area.

LAYING THE FOUNDATIONS It was about 10 years ago that Graeme Clearwater was surveying the New Zealand market for a solid opportunity when Tile Trends caught his eye. The business model and its potential represented a significant opportunity, and he’s been making the brand an even greater success story ever since.

“I had a corporate background and I decided to get out of the corporate world – owning and running my own business was something I really wanted to do. I looked at hundreds of business and it struck me as being a business with good potential.”

A triple threat – importing, wholesale and retail, Tile Trends is owner operated and Clearwater has worked had to expand its geographical reach in recognition of the need for better accessibility.

“We are a vertically integrated business and all our branches are company owned and overseen by me.”

It is this cohesive strategy that ensures continuity and complementarity between each of the branches, their customer service, and the Tile Trends products.

“We have much broader reach now than when I bought the business. Originally, it had a predominantly Wellington focus, but we have added new retail branches outside of Wellington – Tauranga, Auckland, Palmerston North and Kapiti.

Wellington 124 Tory Street T (04) 801 5521 E tory@tiletrends.co.nz Monday to Friday 8am-5pm and Saturday 9am-4pm

“We also supply all of the trade products for the construction sector who do install our products – from the adhesive right through to the tools they utilise. These are available through all of our branches.”

For the future, the focus will be on continuing to diversify, and expanding not only the business’ geographical reach, but also its functions and ranges.

“The recession over the last four years or so has definitely made things tough, and it has been a bit of a grind at times, but I feel like we seem to be coming out of that now, and things are definitely more buoyant.

“We will continue to expand our range – that is an ongoing thing. I am very aware of the importance of keeping in touch with what the rest of the world is doing – it is, of course, changing faster than ever.

“The other key focus will be looking at expanding our distributor and branch network where it makes sense to do so. This is something that has been on hold the last several years, but will be a major focus in the coming years.”

Tile Trends has showrooms throughout the North Island showcasing its extensive tile ranges.

Check them out below.

Lower Hutt 2 Nevis Street (Cnr Petone Esplanade) Petone T (04) 566 2333 E petone@tiletrends.co.nz Monday to Friday 8am-5pm and Saturday 9am-4pm

Kapiti Coast 110 Rimu Road T (04) 298 3999 E kapiti@tiletrends.co.nz Monday to Friday 8am-5pm and Saturday 9pm-4pm

Products Floor tiles Ceramic, porcelain, terracotta, and natural stone floor tiles in a huge range of design and size, including “timber look” Quebec range of porcelain tiles as shown in the background photo.

Winkleman Olde English Tile Trends is the New Zealand importer and distributor of Winckelmans Olde English tiles. This unique range of tessellated tiles has been made in France for more than 110 years.

Top quality, and made from fully vitrified porcelain, these tiles have been used in ancient churches and historic buildings throughout England and Europe for centuries. They are suitable for domestic or commercial situations and can be used inside and outside.

Natural stone and pebbles Trendstone granite, slate, basalt, marble, riverstone pebbles, and sandstone are all available at Tile Trends, as well as the sealers and cleaners to keep your natural stone floor and wall tiles looking great for years.

The team can advise you on the right products to use and where to use them.

Outdoor tiles Outdoor tiles must be frost resistant and usually need to be slip resistant. Tile Trends has a wide range of suitable products available in many different sizes, colours, textures, and patterns.

Wall tiles Tile Trends has an extensive range of different wall tiles. A great selection of sizes, colours, finishes and borders.

Glass tiles An extensive range with a kaleidoscope of colours designed to complement any setting and style of room.

Underfloor heating Tile Trends’ underfloor heating systems offer the ultimate in luxury and are surprisingly affordable. The team will make it quick and easy to design and install the perfect heating system for your home.

Trade products A full range of trade products including floor preparation, waterproofing, adhesives, and tools - from quality brands including Bostik ASA and Mapei.

www.tiletrends.co.nz

Palmerston North 73 Bourke Street T (06) 357 5313 E palmerston@tiletrends.co.nz Monday to Friday 8am-5pm and Saturday 9am-1pm

Tauranga 64 Ninth Avenue T (07) 578 8533 E tauranga@tiletrends.co.nz Monday to Friday 7.30am - 5pm and Saturday 9am-1pm

Auckland 138C Harris Road (cnr Cryers Rd & Harris Rd) East Tamaki T (09) 273 5323 E auckland@tiletrends.co.nz Monday to Friday 8am - 5pm and Saturday 9am-4pm

News | Working Life

Ebb and flow

By Laura Hall

Squirrels collect and store nuts so they’ll have food to last throughout the winter. Their thriftiness is a lesson for us all to be careful with our money, even when the sun is shining, and save it for a rainy day.

This is particularly relevant to businesses that experience seasonal highs and lows.

Preparation is paramount if you are to survive and thrive through the tidal ebbs and flows of seasonal business.

When we think of seasonal businesses we typically think of the tourism, hospitality and horticultural industries, but most businesses experience an aspect of seasonality, although they may not realise it.

A huge swathe of companies can predict an increase in work leading into Christmas holidays and retail in particular will also see highs during Valentines Day, mother’s and father’s days, schools holidays and Easter.

Recognising your own businesses peaks and troughs is the first step to taking advantage of the benefits that might be on offer, but also in mitigating associated risks.

Colin Clapp, chief accountability officer at Accountable Business Progress, and business consultant and accountant, Martz Witty of the Martz Group, share their experience to help you run your seasonal business at its peak.

Calm before the storm It can be tempting to slack off, kick back and relax during your quiet months, but this time should be used wisely to review, renew and prepare your business for the flood of work on the horizon, because you won’t have the luxury of time once it hits.

Rejuvenating your company is all about “clearing out the dead wood” Colin says, so you are running like a well oiled machine.

“I like to use the phrase ‘pimp up your business’. The acronym ‘pimp’ stands for people, intellectual property, money and physical assets - these four things are the major resource categories in any business and should be maximised to their full potential.

“In preparation for the busy season businesses should look at each resource and ask, are we getting the most out of that we’ve got?

“For the first category, people, ask yourself are we making the most of our employees, clients and financial stake holders or are there skills and capabilities we are not taking advantage of?

“The second category, intellectual property, do you have people in your organisation who have got qualifications that aren’t being used, do you have policy and procedures that are not being adhered to?

14 | June/July 2014 www.centraltoday.co.nz

“The third category, money - are you making the most on your return investment or have you got money sloshing around being wasted?

“The final category, physical assets - ask yourself, have we got cars, trucks, computer systems anything tangible that we have not put to good use? If you put time and effort into this task when you’re quiet you will be well equipment for the busier months.”

Hiring part time, temporary or contract staff for your peak season is common practise for most seasonal businesses. But Colin says thorough induction training for these people must be a priority if you want to hit the ground running.

“A lot of companies will treat there seasonal staff different from their full time staff which I would argue is a big mistake. If you are taking on temporary staff they need to be trained as though they were full time staff.

“They’ve got to understand the businesses policy, procedures and philosophy or you are at risk of them making mistakes that could cost the company money and its reputation.”

Plan to succeed It’s true, failing to plan is a plan to fail, and seasonal business must plan otherwise they face putting themselves at massive risk of going bust when times are tough.

A business plan is essential “I’m a big fan of the simple business plans” Colin says.

“It should include two sections, firstly short term goals for 30 days, 90 days and one year to keep you on track in the short term.

“Secondly long term goals, they should be big ambitious and almost seem impossible at the time, but you’ve have got to have something to work towards and give you drive.”

“

Too many businesses are busy offering discounts just to get the sale, even in their busy times, this means they are giving away valuable margin and it’s just crazy.

Maintain margin

”

Many businesses focus on making sales; they believe the more sales they make equals to more profit.

While this theory isn’t entirely wrong it should not be the be-all and end-all aim; better results will be achieved if the focus is shifted to maximising margin.

“I see this all the time. Too many businesses are busy offering discounts just to get the

“

Recognising your own businesses peaks and troughs is the first step to taking advantage of the benefits it has to offer, but also mitigating the risks it poses.

sale, even in their busy times - this means they are giving away valuable margin and it’s just crazy,” Martz says.

The best way to take advantage of the peak season is to “create and protect margin,” he says.

Don’t settle for just any business when you have high customer demand for your product or service. When you are not fighting for sales you should be maximising profits.

“There is no point in being busy if you’re not making any money, you are busy going broke.”

Offering discounts is an effective strategy to move stock in a slow moving period but that it is.

Budgeting Businesses new to seasonality tend to “make stupid mistakes by spending up large” thinking the wave of cash they are riding will last forever.

”

managed regularly, especially variables costs which fluctuate.”

If budgeting in detail falls into your too hard basket, then invest in a cost and management accountant, it will pay off in the long run.

He says it is also wise to “annually review overheads and look at what you are spending money on. I totally concur with the old saying you’ve got to spend money to make money but you’ve got to spend money on the right things.”

Big blunders to avoid: The biggest mistake is failure to plan. SME owners are too busy and too ingrained in their business to step back, look at it objectively and then make positive changes and plans for the future.

I see time and time again companies taking on full time staff when all they need is casual or temporary.

“Too often I see clients suddenly turn up in brand new four wheel drives and I think to myself ‘oh my god’, because I know they can’t afford it in the long term.”

Seasonal businesses often fail to prepare for the high season; they don’t hire enough staff, have enough product ready to go and have neglected to carry out fleet and machinery maintenance in the slow season.

Proper budgeting is the backbone of a seasonal business, Martz says. “You must know the costs of the business in every detail and they need to be assessed and

They forget to plan and budget for the low season and often have to borrow money, this ends up crippling them. You can’t bounce back once you start borrowing.

News | Technology

Ten technology tips to get your business booming this year Bibby Financial Services Australasian managing director, Mark Cleaver says businesses need to boost their online presence and embrace the use of social media and technology to stay ahead of the competition in 2014.

Then there’s the potential audience of billions around the globe, all now much more easily accessible online.

So here are Mark’s top 10 tips to ensure small and medium-sized enterprises (SMEs) can boost their brands and profitability, without incurring exorbitant expenses.

1. Get mobile

6. Develop an overall digital strategy

The biggest growth area in technology ownership in 2013 was via owning a tablet, with more than four in 10 SMEs reporting owning a tablet, according to the 2013 Sensis e-Business report. By the same token, the strongest technology trend displayed

by Australian consumers was the uptake of mobile devices with over two thirds of SMEs owning smart phones in 2013.

A digital strategy isn’t just about having a website - it’s about all of your digital activity.

You need to go beyond having an email address to achieve greater engagement through, for example, sms communications, developing mobile apps, search engine optimisation, social media marketing and online transaction capabilities.

Just 17 percent of SMEs with websites reported that they had a mobile specific website, up from 9 percent last year, so it’s an area where SMEs can develop an advantage.

The more broadly you act in the digital world, the greater your reach and potential sales. According to the 2013 Sensis e-Business report, only 19 percent of SMEs have an overall digital business strategy. Given so few SMEs are thinking about their overall digital strategy, this represents an opportunity for you to get ahead and develop an extensive strategy.

2. Use social media to spread the word Overall, 35 percent of SMEs that are online use social media for business purposes, according to the 2013 Sensis e-Business report. This was most likely to be a Facebook page (93 percent), Twitter (28 percent), LinkedIn (17 percent) and YouTube (7 percent).

Almost half of SMEs that used social media said it had a positive impact on their business. Social media is much cheaper to use than paid advertising and it’s an affordable way to reach millions of people in local markets and around the world in real-time.

7. SEO – more important than ABC Your digital strategy must include search engine optimisation (SEO) so that once you have a website, consumers can easily find it. You may need an expert to help you because there are several tricks of the trade that smart businesses use to make sure people land on their website first.

8. Don’t miss a real-time sales opportunity 3. Target the right audience Develop an online community where it matters. If you’re a recruiter, then a LinkedIn presence is an obvious necessity. If you sell products for young people, then you might want to be on Facebook or Instagram. Make sure you’re targeting the right audience to get the best results for your business. Social media marketing works - as long as you’re in the right places.

The number of purchases people make online is steadily climbing, so the ability to transact with the growing consumer pool in real-time can really boost your revenues. If you don’t sell online, then you risk losing business, particularly to overseas business.

9. Spend on hardware or risk being dated 4. Don’t let your size or budget get you down Approximately only 13 percent of micro business, or those with four employees or fewer, use social media, compared 52 percent of large businesses. Just because you’re small, it doesn’t mean you don’t exist. So embrace social media with regular updates about your activity and you’ll notice the difference. It doesn’t cost much to establish a website and email is free, so use the digital world to your advantage.

Despite the increase in technology ownership, the level of SME expenditure on both hardware and software has decreased, according to the e-Business report. However, investment in the latest hardware and software can make your business more productive, so budget for technology upgrades and reap the efficiency windfalls that will pay for themselves over time.

10. Take advantage of the broadband 5. Think like a youngster Business owners aged between 18-39 years are significantly more likely to be using social media (83 percent) than older business owners (56 percent), according to findings from the recent Bibby Barometer survey. To remain competitive, SMEs need to adapt to technology as quickly as their competition does. They also need to be as tech savvy as their customers and potential clients. That is the digital reality.

16 | June/July 2014 www.centraltoday.co.nz

The roll out of national broadband networks, which will increase internet speeds, is considered to be a positive for small business owners. According to the Bibby Barometer, as many as 61 percent believe the impact will be positive with 27 percent believing it will have a very positive impact. Only six percent feel the roll out of broadband networks will have a negative impact on their business. It’s just another reason to be online.

News | Ideas

Getting work sites sorted

By Laura Hall

Construction sites can be dirty, wet, chaotic environments, certainly not the ideal place to fill out paper work.

However, health and safety paper work is an important aspect on construction sites to keep workers safe. But the traditional method of crossing the t’s and dotting the i’s on hard copy is often fraught with difficultly onsite.

Documents can easily go missing or become damaged and it is incredibly inefficient to physically deliver hard copy documents to an office, especially if they are urgently needed.

But these problems will all soon be a thing of the past thanks to a pair of switched on university students and the collaborative help and backing of two Christchurch businesses.

The solution is SiteSorted, an extremely logical, sensible yet genius programme that aims to streamline and standardise health and safety systems in construction industries in New Zealand and beyond.

“My job was to essentially organise and review the information that was onsite, I quickly grew sick of the incredibly inefficient systems, the disorganised paper trials and the huge amount of lost information,” Matt says.

The SiteSorted team recently completed final running tests to smooth out any kinks in the system. “We have received extremely positive reactions from our field tests,” Matt says.

Realising there was a need for something more efficient utilising the technology available prompted Matt to find a solution, and in April last year the idea for SiteSorted was born.

Market research is also being carried out to help define what the end cost to the user will be, and while this aspect is still in its early stages, Matt says initial costings indicate it will be very affordable.

At the same time Christchurch companies BVT Consulting and Worthington Contracting were independently working on similar ideas to implement within their own organisations.

The three groups joined forces to create SiteSorted in a partnership that Matt describes as “mutually beneficial”.

At this stage they are focussing on marketing and releasing the programme to the Canterbury rebuild SCRIT and alliance partners, including City Care, Downer, Fletchers, Fulton Hogan and McConnell Dowell.

But SiteSorted will be available nationwide after the official launch in late March.

He and Ashok lacked business smarts and BVT Consulting and Worthington Contracting needed an extra pair of hands and some fresh creative initiative; together they made an ideal team.

“Initially we will focus on implementing the programme into the civil construction industry such as road and drainage companies. Once we are established we will then build up business in the vertical infrastructure industry, and from there the possibilities are endless.

How SiteSorted works SiteSorted is mobile reporting programme for iphones, smartphones, ipads and tablets.

Matt Cobham and Ashok Fernandez

Initially it allows workers onsite to file health and safety reports and information instantly and accurately. Information from across the field is then analysed and the statistics can be used to determine risks and hazards before it’s too late.

<

Matt Cobham and Ashok Fernandez were both engineering students at the University of Canterbury. Last year was their final year of study and they were required to complete work experience, so Matt worked as a project manager on a construction site.

Putting it to the test

The programme can minimise the risk of accident or injury by determining the most common accidents on site, what causes them and which staff member is most likely to have an accident.

“Our aim is to replace the paper system.

I would like to see the whole construction industry standardised and utilising the technology to make workplaces safer across the country.”

Matt says the programme doesn’t introduce anything new to existing health and safety practices, but instead enhances the current outdated system by making everything instantly available, searchable and auditable.

“There are so many industries SiteSorted is desperately needed in, namely the forestry industry, which has been hot in the press lately with their poor safety track record.”

Matt has big ambitions for the programme that started from a university project. “My personal five year plan is to get SiteSorted into the mines in Australia, but that’s a whole other beast in itself.”

His goal for 2014 is to standardise the “clumsy” health and safety practises in New Zealand and make it a safer environment for everyone.

Management myths and facts

By Stephen Lynch

I have read hundreds of business books during the years and to be honest it’s hard to impress me these days. A lot of “so called” best practises are often nothing more than the same old myths that keep getting perpetuated.

As a result, I seek out authors who bring meaningful data and intellectual rigor to their work. One of them is Professor Bob Sutton from Stanford.

I love it when research blows away my preconceived notions and as leaders we must always be willing to change our minds when better information comes to light.

If you want to have your beliefs challenged, I recommend any of Bob’s books, Good Boss, Bad Boss and The Knowing - Doing Gap and Hard facts, dangerous half truths, and Total Nonsense: Profiting from evidence-based management, for starters.

I draw on his research often in my writing and in our work with clients.

18 | June/July 2014 www.centraltoday.co.nz

Here is a summary of some pearls of wisdom derived from a presentation Bob gave to a group of human resource managers a while back.

raw talent. Ordinary people can learn to perform at top levels in a well designed system, but even rock star employees are doomed to fail in a bad system.

Myth - Find rock star employees and pay them whatever is necessary to keep them happy (the “Wall Street mentality”).

Myth - Every company needs a great performance review system.

Fact - The best performing organisations do pay above average salaries for roles, but the pay bands are more compressed i.e. the gap between what the CEO earns and what the lowest paid employee earns is far less and much less likely to cause employee resentment.

Myth - The most important thing we can do is to find and develop the senior leaders.

Fact - The most important thing we can do is to find and develop great front line supervisors.

Myth - The best organisations have the best people (the “war for talent” mentality).

Fact - The best organisations have the best systems and not necessarily the best

Fact - Most organisations do performance appraisals because they have always done them, and there is an entire industry vested in promoting this model. Forced rankings, merit ratings and other forms of grading that breed internal competition tend to undermine employee motivation and breed contempt.

Myth - Managers should focus on finding, hiring and developing the very best people.

Fact - Reforming or terminating the worst people is up to five times more important for raising overall team performance.

Eliminating the negative is more important that accentuating the positive when it comes to superior business execution.

The research shows that managers of high performing teams confront poor performance directly and quickly, issue more warnings and formal punishments, and promptly fire employees when warnings fail.

These no-nonsense managers inspire higher performance because they make it crystal clear that they will not tolerate poor performance.

This works so long as they are fair and consistent, and balance this approach with ample recognition and praise for good performance.

Don’t procrastinate when it comes to doing the unpleasant work. Rooting out poor performance and negative behaviours is not fun, but playing “bad cop” is an essential part of being a successful manager, and driving business execution success.

How well are you implementing these facts in your business?

Stephen Lynch is the chief customer officer at RESULTS.com. Information kindly provided by RESULTS.com: www.results.com

News | Top Tips

Management - are you up to it?

By Stephen Lynch

We see lots of managment articles about how important it is to empower employees.

We are encouraged to give people clear directions and the necessary authority to get the job done, and then take a step back to let them get it on with it without micromanaging them.

This is all excellent advice and many companies are experimenting with different ways of managing people. Some are even trying to not have any managers at all.

I think we can all agree that no one likes to be micromanaged, but could the pendulum be swinging too far? Someone still needs to make sure things are getting done.

The biggest problem business owners report to me (by far) is that they are frustrated with the lack of accountability in their organisations. In other words, things are still not getting done on time, or to the level required.

key projects that address the issues your team faces, and assign tasks accordingly.

Make performance visible Every employee should know how they are performing and whether or not they are doing a good job. Everyone should be able to see who is performing well and who is struggling. It’s called “radical transparency,” and is one of the keys to creating a high performance culture.

In the book “It’s Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need” the author claims that “under-management” is now the problem. Leaders have forgotten how to manage.

Praise, praise, praise

Here’s some of the key lessons from the book with a few of my own thrown in for good measure: Set clear expectations Structure is not a dirty word. People crave structure. People need to see how their own goals and tasks relate to the overall company strategy. They also need to know how their performance will be measured. Software management platforms help you to provide this structure and ensure that everyone knows what is expected of them.

Make decisions Your team needs to see that you have a firm handle on the issues and can make good and timely decisions. Making decisions is what you are paid to do. Choose and prioritise the

“

Praise and acknowledge people who are hitting their KPI numbers and getting their tasks done. If you are not careful, your top people can feel neglected and resentful if they are working hard for no recognition. Let people know when they are going a good job, each and every week.

Make the tough calls Have the courage to pull the plug on projects that are not delivering the expected results.

Have the courage to confront people who are not pulling their weight. Yes we all want to be liked, but weak managers are not respected.

Weak managers let small problems grow into big problems, when they should have been dealt with earlier. Weak managers let people off the hook, instead of holding them accountable for performance.

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Things don’t fix themselves Those people who aren’t making the grade need your support, mentoring and training, and be given every chance to succeed.

However, if you have honestly fulfilled your side of the bargain and the person still cannot perform to the desired standard within a mutually agreed timeframe, then you either need to find them a new role where they can perform, or you need to let them go. Don’t procrastinate on this.

Take responsibility As a manager, it is your responsibility to proactively support and coach your team to keep projects and tasks moving forward each and every week, and to make sure everyone is hitting their KPI numbers.

As a manager you only succeed when your team succeeds. You praise the team when the team succeeds. But you alone take responsibility when the team fails.

Yes, being a manager is a tough job. Someone needs to do it. Are you up to it?

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

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

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News | Top Tips

Ten tips on how to sort CVs

By Laura Hall

Angela’s top 10 tips 1. Prepare a list of the top three skills or experiences the successful person MUST already have, as well as 3 – 6 things that would be useful, and use this when going through CVs. Look at the actual tasks the candidate has done rather than job title. There might be transferable skills.

You’re advertising a job vacancy in your workplace.

You’ve just listed the position online and you already have 50 applications, and counting, piling up in your inbox, plus a heavy workload.

If you are a business owner then this scenario may sound all too familiar. Hiring new staff can often be difficult, stressful and a time consuming process. Because of these reasons the task can be carried out poorly with many inefficiencies.

Elephant Training and HR general manager, Angela Atkins, has worked in HR and leadership development roles for 17 years.

She offers up her expert tips on how to streamline the CV sorting process, avoid recruitment blunders and hire the right person for the job every time.

Angela has worked with many businesses that overlook the importance of the hiring process. ‘’Hiring the best candidate for a job is critical if you want your business to run at its full potential, so you must put some thought and time into getting it right.’’

3. When you turn people down send a nice rejection letter. They may end up being a client or right for another job.

“

SMEs treat the hiring process as a low priority when it should be their primary focus if they are serious about hiring the right person. Good candidates are hard to come by so treat the hiring process with the importance it deserves.

”

But a large number of businesses put the task of reading CVs and making a short list of - ANGELA ATKINS applicants on the back burner until it is too late. This results in business owners making snap decisions about who to hire and often in her line of work. ‘’I deal with businesses all they choose a candidate who doesn’t meet the time who are advertising a job vacancy, the job description, and is inappropriate for but don’t have a clue about the type of person the role. they are looking for or the skills they want the Angela says the primary causes of SMEs person to possess.’’ making poor hiring decisions can be She says it is impossible to hire the right attributed to two reasons, which are all too person for the job if you aren’t clear what frequently made. you are looking for in an applicant. She The first pitfall SMEs face is a lack of time recommends employers form a strong idea to do the job properly she says. ‘’SME about what essential skills they are looking business owners are often swamped with for in a candidate and what they could train or work and don’t have adequate time to develop a person in. dedicate to the hiring process. Time is ‘’SMEs treat the hiring process as a low priority precious in owner operated companies when it should be their primary focus if they where the boss if frequently trying to fill are serious about hiring the right person. several roles themselves.”

Good candidates are hard to come by so treat She says spending a little bit more time the hiring process with the importance it reading though CVs and interviewing deserves,’’ she says. candidates may seem like a hassle, but will Sorting through curriculum vitas quickly, pay off in the long run. efficiently and reliably is easier said than The second mistake Angela has identified done. Angela shares her top ten tips on business owners making may seem obvious how to sort through CVs and find the but she says she sees it occurring regularly right employee.

20 | June/July 2014 www.centraltoday.co.nz

2. If you’re receiving email applications, set up a folder in your inbox and move applications into it. At the end of each day do a quick read through and highlight in red those without any of your top three necessary attributes, orange if they have 1 – 2 and green if they have all three (or print them off and put some time aside at the end of each day to do this manually).

4. Get back to your shortlisted candidates ASAP and organise an interview, otherwise you could lose good candidates if you take too long.

5. If you think you’ll get lots of applications ask people to include something specific in their application or use selection questions. Those that don’t bother probably aren’t going to be the right person. For example, we asked people applying for our marketing role to do a quick mock-up of a website page for us.

6. Take preference over candidates who are progressing their career, this shows they’re eager to learn, rather those who have had five different jobs all in the same role.

7. Don’t get too caught up on grammar or spelling in younger candidates or migrant’s CVs unless that’s a key part of the job.

8. If you’ve got more than four people to interview – do a 10 minute phone interview with each person first and ask why they applied and what they’ll bring to the role to narrow it down.

9. Use computer testing or other skill testing as well as an interview to check if they really do have the right background.

10. Always call at least two referees. This will help to verify their work history and provide a second opinion on their personality. Ensure the referees number is a landline, preferably to a business. If the number is a mobile phone this can often mean it is not authentic.

Angela Atkins has worked in HR roles for the last 17 years and is the general manager of Elephant Training and HR. She is the best-selling author of business books Management Bites and Employment Bites (both published by HarperCollins NZ) and for the last two years has been the HR Institute of NZ Auckland Branch President. To contact her email angela@elephanthr.co.nz

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News | Lateral thinking

Left field ideas

By Davina Richards

You just can’t turn a three minute timer upside down and expect to immediately churn out original ideas stamped with a 10 year guarantee. Creativity doesn’t work like that.

It also works in different ways for different people, but there are solutions to help us trigger our brains into making connections it doesn’t normally make during your standard daily pattern.

• Are you more of a hunter or a gatherer?

So here’s a list of suggestions which could incite great thinking, create creativity, as well as improve decision making by throwing out the odd strange interview questions.

In another direction, you could also consider introducing a potential candidate to play a game which tests physical and mental skill.

Employers will get an insight as to whether a candidate works well with others, if they’re competitive, leaders, problem-solvers or thinkers.

Interview questions So, what’s your favourite swear word?

If you were a punctuation mark what would you be?

We’ve followed the same set of interview questions such as “What are your strengths and weaknesses?” for so long now that some of them should be made redundant, because going by a dozen candidates’ responses you just heard this morning, you probably can’t determine one from another contender. So why not mix things up a bit?

If a candidate expects the expected in an interview what do we really know about their skill set or character before we allow them into our business domain? It’s up to the employer to ask the right questions, even if they are a little absurd.

Glassdoor.com is a job site which has come up with ‘Top 25 Oddball Interview Questions for 2014’, based on feedback from thousands of UK job candidates.

Here is a selection of the questions asked; they may seem completely irrelevant, but actually, are good indications of a candidate’s skill, value, performance and cultural fit.

It’s not about right or wrong answers, but about reactions which can say more about a person compared to what is written on their CV. • What makes you happy about work on a Friday evening?

• How do you fit a giraffe in a fridge?

• Would you rather fight a horse-sized duck or 100 duck-sized horses?

• A penguin walks through that door right now wearing a sombrero. What does he say and why is he here?

Stress relief Sometimes holding a stress ball in your hand just doesn’t cut it. Stress can make you feel like screaming at the top of your lungs – and actually, this isn’t a bad idea. But if this isn’t your thing, how about one of those laughing workshops?

Take a look at ‘25 Weird Breaks for Stress Relief’ at www.workhappynow.com to read suggestions, including: • Curl your toes – tighten your toes for 15 seconds, then relax. Do this with all muscle groups working your way up through your body. Finish by wrinkling up your face • Call a friend who you haven’t talked to in more than a year • Admit a weird thing you did as a kid to a co-worker • Ask a co-worker if they could talk to someone about their stress, living or dead, who would it be?

Motivation I think it’s safe to say that not everyone comes into work bouncing off the walls with enthusiasm. Individuals find motivation in different things, so introduce events or activities to fuel their passion.

• Allow your employees to take their pets to work for a day/week – it’s amazing how having a furry friend around can change the whole dynamics of a room

• Organise a flash mob dance in the office • Hold a Sumo wrestling match (in Sumo suits, of course) • Instead of recognising employees for making the most sales, reward those who stand out in other, silly ways. www.sillycertificates. com offer funny printable award certificate templates. Some awards may be presented to individuals for ‘coming in under budget and on time’, or ‘for just showing up to work – and you all should be thankful’

• Define a problem and take a random word from the dictionary – now, make a connection between the two.

Team building Some may disagree, but there’s real value in team building exercises, as long as you ensure they are applicable and occur on a regular basis to make them effective.

No one ever completed a marathon by running for 20 minutes once a week; practise makes perfect.

• Hold development seminars or workshops – find out what your staff are interested in and It’s a great way of helping employees get use this information to help you determine to know each other, address challenges and the right tutorial. perhaps connect over a shared sense of humour. Even in uncomfortable situations Create creativity it can reveal how they work together and “Creativity involves breaking out of highlights where skills, such as leadership, established patterns in order to look at creative thinking and problem solving, lies things in a different way” said British with individuals. physician, author, inventor and consultant Edward de Bono. Don’t let your mind go stale, • Get the team to play a game of Jenga or the Human Knot approach issues with unexpected angles to solve problems.

• Try a cooking game – buy, plan, prepare • Combine – come up with new combinations: a meal. Set them against the clock and images, thoughts, products, places other teams and skills. Throw in your most bizarre • Send them on an Outward Bound course combinations to come up with an original concept or approach • Go to www.corpchallenge.co.nz for team • Think in opposites – check out www.7ideas. net which talks about reverse thinking and how to use it as a tool to find innovation

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News | Q&A

Getting selective

By Laura Hall

Emma Clarke is a well known name in the New Zealand marketing industry, and rightly so with more than 15 years of experience.

She spent the first eight years of her career overseas working for multinational companies as a marketer. The she returned home spending the last seven years as a marketing consultant, managing teams of creative specialists developing marketing and communication plans for businesses in New Zealand.

She recently added a new title to her name, founder and marketing strategy director of The Selective. Emma launched the marketing company in August last year in reaction to a dramatic shift in customer demand.

The Selective is a new take on the traditional marketing model, which conventionally requires clients to pay for the ‘’full service’’ including marketing, communications and creative expertise, which she says can often be costly.

Clients of The Selective can use its creative experts when and how they want, reducing cost and inefficiencies. This model opens up top quality marketing to SMEs, who were normally locked out of these services because of the high cost. Or it can offer an extra set of hands to large well established marketing companies when they have taken on a big job.

The Selective is comprised of a group of creative experts Emma hand picked and invited to be onboard. Each team member is a top player in their own field including photography, copy writing, public relations, website design, graphic design, social media and more.

So when a client needs someone to design a website, logo or newsletter they can go direct to Emma and she’ll put them in direct connect with a expert on The Selective.

Why did you create The Selective?

Over the last few years I’ve noticed more and more prospective clients want really specific services. So instead of saying we need to do some marketing, which is what they used to say, they’re now saying we want someone to build a website, handle our social media, or create a logo. I launched The Selective because I saw there was a specific need from the SME space, but also from larger companies.

You’ve been in business for a few months now, how is it going?

Good; we’re beginning to gain momentum and are getting some good feedback. But like all new businesses starting up presents its challenges. I’ve been out selling, cold calling and meeting people to get our name out there.

What distinguishes you from other PR or marketing companies?

We provide clients with direct access to top marketing and creative talent. We work on 24 | June/July 2014 www.centraltoday.co.nz

a job by job basis so there is no on-going commitment required from clients.

Because each of the suppliers is independent we don’t have the same overheads that large agencies have, so there are financial benefits to the clients and suppliers.

We’re not a full service model like other agencies so clients can pick and choose their services, plus they can work direct with the creative supplier; no middle man.

I think for a long time the marketing and creative service industry in New Zealand haven’t been meeting the needs of SMEs. There are a large proportion of small businesses in New Zealand and the old fashioned model has really been screaming out for a reinvention.

If a SME has been in business for several years and never used a marketing company, what can you do for them?

If an organisation came to me wanting to do marketing for the first time I’d be drilling into them what there business objectives are and what they want to achieve.

If there objective is to compete, for example they may have a new competitor and they’ve taken there market share, then their objective is to try and win that market share back. So there are certain types of marketing we can do to achieve that.

It all comes down to business objectives and every business is going to have a different one. Ultimately marketing is about understanding why people buy things and influencing the purchasing decision process.

“

I think the way you stay ahead of the game is by constantly reinventing the business model based on the customers needs.

I think although it is a really cost effective way to get your message and your brand out there if you do it well. But it can be really damaging too.

Even if you’re an honest, hard working SME, you can’t stop unfair or unjust online reviews tarnishing your reputation - so how does an SME combat this?

Whatever objectives you have heavily influence what marketing methods you should take. If you don’t know what your objective is I think you’ve got to monitor your online presence; there are ways and companies how can you measure progress and how do who can monitor who is talking about your you know when you’ve achieved your goals? business and what they are saying.

Has the computer technology and information age made it easier or harder for businesses to maintain a positive public image?

I think both; it’s made it easier and harder.

Social media and internet tools available now make it a hell of a lot easier to measure what’s working and what’s not working in your marketing strategy.

Plus it’s certainly more cost effective compared to other methods. But I think it’s harder because you have to be really consistent with your messages and tone of voice. You have to monitor everything you are doing online and you have to check it on a daily basis; I think that’s where companies fall over.

Businesses often start a Facebook page, they chuck up a few things then they just forget about. This leaves it open for people to freely and publicly comment about them and that’s where they get into trouble.

You need to respond to negative comments quickly and efficiently to clear up the mess before it snowballs and gets out of control.

People often make the mistake of ignoring comments but that is the last thing they should do.

Finally if you are in the wrong, just say sorry.

How competitive is the marketing industry?

It is competitive. I think a lot of marketing companies try to specialise in one industry to try and compete. Companies also try to compete on price, the New Zealand market is very heavily price driven.

But in the creative services industry you get what you pay for, so it can be worth investing in. I think the way you stay ahead of the game is by constantly reinventing the business model based on the customer’s needs.

”

What is the key to the success of your business?

Firstly having the best creative specialists on our team who are leading in their industry and making sure they fit our clients’ demands. Secondly we are constantly evolving to address our customers’ needs and we never loose sight of the purpose of our core business.

Do you have one piece of advice to people who are considering starting up their own business?

Always do your research, ask people if they would buy your product or service and what they’d pay for, and then listen to their feedback.

A lot of entrepreneurs have great ideas, and they invest all their money into product development. But then they have nothing left to pay for market research or advertising, so they’ve got this great product but no one knows about. I see a lot of new businesses fall over because they don’t invest in marketing.

What are your plans for the future of The Selective?

My immediate goal is to grow the number of creative specialists on the team. The short to medium term goal is to move into the Australian market.

A lot of New Zealand companies are breaking into the Australian market and they want to use a local marketing company to help them do it.

News | Cover Story

The agritech revolution Rising demand for farming technology is keeping Peter Nation and his team at Gallagher Animal Management very busy indeed.

The Hamilton based agritech company has launched 19 new products or product improvements since January last year, with eight released this year.

And there are more on the way.

“Farmers laugh at me when I tell them we are in the business of providing them with technology they don’t even know they need yet, but I think that sums things up nicely.”

As the national sales manager for Gallagher Animal Management, Peter says the introduction of compulsory traceability for livestock is a key factor driving demand for new technology in the agricultural sector.

Farmers are now legally required to tag all their deer and cattle with EID (electronic identification) tags that enable their origins to be traced. While this scheme was initially treated with suspicion by a big chunk of the rural community, most farmers now recognise the benefits EID can offer.

“These benefits are considerable because farmers can closely monitor animal performance and use this information to improve farm productivity and profitability.”

Gallagher was quick to recognise that EID was the way of the future, and the company has invested millions of dollars into the development of a world class range of products that provide the best in livestock weighing and data collection technology.

26 | June/July 2014 www.centraltoday.co.nz

“

These benefits are considerable because farmers can closely monitor animal performance and use this information to improve farm productivity and profitability.

”

This includes the award-winning SmartTSi, a product that combines three separate technologies – a weighscale, computer and animal management software – to provide the detailed livestock information necessary to make key farm management decisions.

Another recent innovation is an ‘intelligent’ electric fence Energizer that constantly monitors the performance of a fence and sends a message to the farmer’s mobile phone if it detects a problem.

But not all Gallagher products are high-tech.

Some are simple twists on traditional farming tools.

The new Ring Top Post, for example, has turned the concept of the old pigtail-type electric fencing standard on its curly little head.

“We talked to farmers about what they liked and didn’t like about portable fencing and a common complaint about pigtail standards was that they were constantly getting tangled up when you are carrying them or storing them,” Peter says.

“Farmers were also frustrated about pigtail heads wearing through, resulting in shorting and increasing the risk of getting a nasty little shock.”

So Gallagher redesigned the fencing standard, giving it a ring-shaped head with no protruding parts. This makes it much easier to handle and erect standards. Its heavy-duty glass-fibre nylon head also eliminates the risk of shorting.

The Ring Top Post is a classic nod to the creative thinking that earned Gallagher its enviable reputation as a leading producer of electric fence systems.

The company’s origins span back to the 1930s when Waikato dairy farmer Bill Gallagher (senior) was searching for ways to stop his horse ‘Joe’ from rubbing up against his car.

News | Cover Story

He developed an ingenious battery-powered electric fence unit and began selling these devices along with an expanding range of farm machinery.

The electric fence revolutionised New Zealand farming because it enabled farmers to manage pastures much more efficiently and at a lower cost than conventional fencing.

Today, Gallagher is recognised as a major contributor to the success of New Zealand agriculture and enjoys an international reputation for producing exciting and innovative products.

Employing more than 1000 staff worldwide and exporting to 150 countries, the company is a significant manufacturer of products for the fuel equipment and security industries. But in terms of annual turnover, animal management products are still the largest contributor.

Peter and his team are “steadfastly determined” to keep it this way.

“Our management team has a real desire to help farmers improve their lifestyle and their productivity.”

Reporting to Stephen Hoffman, international sales executive of Gallagher’s Animal Management Division, Peter heads a team of 16, which includes 10 territory managers spread throughout the country.

He says a key strength of the company is that a high proportion of its sales team is directly involved with customers.

“Our territory managers, for example, are always out there talking to farmers or resellers. They know their customers, know the area they are living in, and they are widely respected for their expertise and integrity.”

“

Our territory managers, for example, are always out there talking to farmers or resellers. They know their customers, know the area they are living in, and they are widely respected for their expertise and integrity.

1980s he started part-time study at Massey University, graduating with a Diploma in Banking in 1991.

In 2003 he completed a Kelloggs Leadership Scholarship and soon after that he joined the Gallagher Group as National Sales Manager for Gallagher Animal Management.

“My job is basically about making sure people are looked after. As well as our own team I’m also looking out for our distributors and a wide range of other people and organisations that the company has links with.”

Peter and wife Ali, an accountant, live on a lifestyle block outside Hamilton with their children- Samantha, 16, and Thomas, 13.

Farming, gardening and ferrying their offspring to and from social functions and sporting events keeps Peter and Ali busy most weekends, but Peter still finds time for community commitments that include being vice president of the National Fieldays Society and treasurer of the Lake Karapiro-based Brooklyn Water Ski Club.

”

“Nowadays there is a lot more focus on the research part of the equation. That means talking to farmers about some of the problems they face on-farm and how they can improve performance in specific areas of animal management.

“Then we’ve gone back to our research and development team and asked them to come up with a new product or improvement that will solve these issues in a simple and effective way.”

The end result is an innovative range of problem-solving products that have been warmly received by farmers.

Peter says demand for new technology is only going to increase as a new generation of techno-savvy farmers comes through.

He says a major part of the company’s success “Gallagher has always been at the forefront of this technology and the challenge for us is is due to the significant investment it makes to make sure we stay one step ahead.” in research and development “to keep us at the leading edge of technology”.

Seven percent of annual turnover is reinvested A man of the land into research and development and about half Raised on a sheep and beef farm in the Turakina Valley, Rangitikei, Peter Nation left of this is devoted to animal management. school at the age of 17 and walked straight into a job at ANZ Bank in Hunterville.

R&D

In recent years the company has made subtle changes to the way it approaches research and development for the agricultural sector.

He spent 23 years with ANZ, holding 13 different roles and rising to a senior position in the rural lending department. In the late

www.centraltoday.co.nz June/July 2014 | 27

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

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

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

Find Your Field of Dreams Foundation CEO, Craig Pollock says he and his organisation are fully aware of the impending youth sector funding crisis.

“Even as one of the larger youth organisations, it is a major challenge finding alternative revenue streams just to fund our current programmes. I suspect a lot of smaller youth organisations may simply not survive the next few years.”

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

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

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

Y for YOUTH is a turnkey corporate social responsibility platform that enables businesses to contribute to the youth sector in such a way that they benefit from positive publicity and increased sales.

Businesses and brands contribute a percentage of their profits to the Y for YOUTH support network.

In return companies display the Y for YOUTH trademark on their products and advertising, similar to Fairtrade or the Heart Foundation Tick branding models. Consumers are then encouraged to purchase from these companies.

Consumers want to buy from companies that support our communities Greig says that today more than ever, consumers want to buy from companies that contribute to our communities. “We have developed a system that makes it easy for companies to donate to the youth sector, but in such a way that they

benefit from increased sales, positive publicity and an improved brand image. It’s a win-win.”

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

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

100 Founding Angels As Y for YOUTH works towards becoming financially sustainable, it has created an opportunity for 100 forward thinking businesses and community focused individuals who wish to be involved in a movement to reduce New Zealand’s youth social statistics, to become Founding Angels.

Founding Angels support the development of Y for YOUTH by making an initial $5,000 donation (or $500 per month x 10 months), then $100 per month for three years.

Well known entrepreneur Michael Mayell, founder of Cookie Time, was one of the first to step up and claims that becoming a Founding Angel is a good way of practising corporate social responsibility. “This is just a great opportunity to give back, and it makes it very easy for businesses to do it.”

Twenty eight companies and individuals have already come on board as Founding Angels to support the development and growth of Y for YOUTH including Blacksmith Ltd, Navman Wireless, Academy Publishing, Coca–Cola, Tiki Taane, Kim and Mona Dotcom and Sales Star.

For further information and to get involved visit www.yforyouth.org

News | Interview

King of the road

By Davina Richards

You’ve probably seen her. Leaning over and blowing a cheeky kiss in your direction, usually accompanied with the slogan ‘Be JUCY, Live JUCY, Rent JUCY’. She appears in all her glory on the back of the distinctive green and purple rental campervans, gracing the roads across New Zealand and abroad.

Well her name is Lucy, a fun-loving 1950s pinup girl who revels in adventure and the spirit of travelling, and she anchors the JUCY brand.

Behind the scenes is Tim Alpe, one half of JUCY’s founders. He and his brother Dan launched the company 13 years ago, working from a small garage in Parnell, Auckland. Tim was 27 and Dan 25 at the time.

Following the success of JUCY here in God’s own, the company jumped across the pond in 2008, stuck a Kiwi flag in the sand and added some street value to Australian roads.

America was the latest market JUCY broke into in 2012, but this was no unlikely landing strip for the leading tourism business which already raves JUCY Cruise Milford Sound, a JUCY hotel in Auckland and JUCY car and campervan hire across New Zealand, Australia and the US. 30 | June/July 2014 www.centraltoday.co.nz

“

We are not good at saying no to opportunities and have been fortunate to have a board around us that’s been able to ask tough questions – is this the right thing for the business? And then having the balls to turn around and say ‘no, don’t do it’.

”

Tim and Dan Alpe

The New Zealand tourism industry, much like Kiwi innovation, is a growing success story and still gaining momentum. So what better way to make a living than to help people have a good time on holiday?

The road to success Success is almost never a straight smoothly climbing line. It’s more of a spaghetti junction with the arrow barely piercing through the top.

You’ve pretty much made it once you’ve by-crossed the American border, but for Tim, success hasn’t come without the odd blip along the way. One of his earliest and biggest business decisions was to change the company name from Ezy Rentals to JUCY, where he admits they were a bit naïve and didn’t consider trademarks and protecting the brand.

“When we rebranded to JUCY we realised the importance of really focussing on creating a brand, as opposed to just having a business and we have created something with universal appeal that can cross into different sectors. Suffice to say the worst decision was not to focus on the brand at the outset,” Tim says.

“I think for us it’s really about ascertaining what are the best opportunities for the business, as there are plenty of opportunities for us to ‘JUCY-fy’ the world. But it’s about selecting the opportunities that best suit the brand and the business, and I suppose concentrating on the ones we know well and not focussing on opportunities that maybe aren’t right for the time being. And making sure we have the right people around us to achieve those goals.”

Like for any business, and for any business wanting to permeate the largest market in the world, challenges are inevitable and some seem almost impossible until they’re achieved.

Tim says launching into the US was like dealing with 52 different countries. Different states with each detailing red tape and

different time zones were consuming factors; he waited six months to secure a business license and four months to get a bank account.

“We overcame these obstacles by placing an employee from NZ HQ into the US for three months to help write the business plan. She understood JUCY and the brand and how we operated, and we put her into California for three months to help us write the business plan.

“Then we also looked to work with an existing operator up in the US for the first two years of operation which enabled us to get on the ground without having the expense of big leases and other major overheads. We made sure that we had our own staff in the market early on to really look after the best interests of the business and our customers.”

Onwards and upwards JUCY back home refuses to stand still. It has shifted into a different industry sector by moving from traditional rental cars and campervans into accommodation; the first JUCY hotel opened in Auckland in 2010.

News | Interview

“We had a huge amount of interest from our customers who wanted places to stay and they wanted to stay with JUCY throughout their journey, so we spotted the opportunity and launched the hotel in Auckland. It was a new learning curve for us, but it’s been fantastic,” he says.

JUCY facts: • 2,700 vehicles • More than 240 staff • One hotel

While the company plans to roll out the hotel/ accommodation offering in Christchurch and other sites, JUCY continues to expand its vehicle side of the business in America and a new range of JUCY rental cars have just hit Australian roads.

• One cruise boat

“We are not good at saying no to opportunities and have been fortunate to have a board around us that’s been able to ask tough questions – is this the right thing for the business? And then having the balls to turn around and say no, don’t do it.”

• More than 21,000 Facebook fans

Arguably the biggest game changer for the business was moving from rental cars to campervans.

“We worked with boat builders to design a vehicle which was totally unique, using fiberglass and it proved a lot more costeffective than our competitors. Also painting our vehicles green and purple when traditional motor homes were usually white created a huge amount of interest and a community of JUCY people driving and parking up together.

“Moving offshore to Australia in 2008 was also a huge milestone – we were unproven in overseas markets at that time and by launching there we proved we could go international, and this led on to the US.” JUCY has its own campervan manufacturing division called JUCY by Design and is where the campervan units are built onto the imported second hand Japanese vans. JBD is based in Auckland and Los Angeles.

Spreading the word These days guerrilla advertising is what successful marketing material is made from and since the beginning JUCY was prone to try a bit of left field advertising to promote the brand, including parking campers outside tourist hotspots to get noticed.

“We had quirky merchandise such as branded g-strings and we sponsored unusual events like jelly wrestling – all the things that were a little bit controversial we got involved with.

“The guerrilla marketing was an inexpensive way to get our product out there and promote the business as we didn’t have the luxury of spending hundreds of thousands of dollars on advertising. So we had to be creative and by being a little bit risky we definitely caught the attention of people,” he says.

• Operates in 13 locations in NZ, Australia and USA • 300,000 people drive, sleep and cruise JUCY each year

• 7,300 Twitter followers • More than one million You Tube views.

A strategy which worked a charm and couldn’t have been pulled off without the help of its dedicated and loyal JUCY crew.

It could have been (embarrassingly) misspelled or it could have been intentional, but the letter ‘i’ has been left out in its company name JUCY. I’ll just assume it’s because there is no ‘i’ in team because JUCY is a little family unit drenched in a culture all of its own. In fact, there have been five JUCY weddings and six or seven JUCY babies from people who have met as a result of working together.

“Culture is key within any organisation and this is totally true with JUCY. We are a marketing business and our people are our biggest asset. We have a person whose full time role is Queen of Culture and her role is that we get the right people on board, induct them accordingly and really invest in people.

We don’t have an HR department at JUCY – we have a Queen of Culture and a People Jucyfier and we are prepared to invest in our people.”

Driving desire Tim’s work life began with Tourism Holdings Ltd in Los Angeles, Auckland and Melbourne.

But there’s no denying that even as a young lad, Tim’s fate was always to be in business.

His father, Chris, started Maui campervans in the 80s, to which Tim recalls cleaning campervans with his brother Dan every school holidays.

“Dad has been instrumental in helping Dan and I grow and establish the business, and he is still very involved. About two years ago we were struggling a little bit in the US and we sent him up there for a month to help out. He ended up buying a house there and spending about seven months of the year there helping us with the business.

“

Culture is key within any organisation and this is totally true with JUCY. We are a marketing business and our people are our biggest asset.

“Dan and I have learnt a lot from him about the industry, how you grow and handle a fast growing, fast moving business and he is hugely influential in the way we have established the business.”

His father’s advice was to “employ your weaknesses”. “As it turns out we have about 247 weaknesses. It’s really important to appreciate you can’t do everything yourself and to get the right people around you to help you really achieve your goals.”

Tim clearly works hard to make a living, but he also doesn’t forget to make a life too.

After all, what’s money and success if you don’t have anyone to share it with? He runs an international business and has a wife and three children aged three to eight, so you can imagine the demands of equal attention.

His brother Dan, is equally adept at juggling work and family life with his wife and two young children. But Tim says business and life is all one in the same.

“I’m an active relaxer so I’m always out doing stuff with the kids like taking them to tennis, school etc. I went to Hawaii last year with my wife and as long as I got three or four hours work done in the morning, then I was pretty good company in the afternoons.

“I’m not good at doing nothing. I’ve never slept-in in my life.”

”

JUCY awards: • Tim Alpe won Ernst & Young Entrepreneur of the Year 2010 • 2011 Winner University of Auckland Business School Entrepreneurs’ Challenge • 2013 Joint winner in the NZTE International Business Awards – AUT Business School Most Innovative Business Model • 2013 Finalist in NZTE International Business Awards – ANZ Best Business category • For the seventh year in a row, JUCY was awarded the prestigious Golden Backpack Award 2013 for Best Car/ Camper Rental in New Zealand.

If you’re not here for a long time, but here for a good time, JUCY keeps its brand promise of funky and comfortable travel services at budget prices for those who’ve got the travel bug. www.jucy.co.nz

www.centraltoday.co.nz June/July 2014 | 31

Property & Construction | Modcom Portable Buildings

Buildings when and where you need them Flexibility takes on a new dimension as portable homes and offices are now widely available in New Zealand.

One of the leaders in this evolving market is Modcom Portable Buildings Ltd, established in 1998. The business is 100 percent New Zealand owned and operated, which allows it to provide a quality product and excellent service.

A big thank you Modcom Portable Buildings would like to say a big thank you to its suppliers

Portable buildings are the best solution where speed, budget and limited or unavailable space is an issue.

Modcom buildings are constructed of either EPS insulated sandwich panel or fire resistant insulated sandwich panel; the buildings provide excellent insulation, strength and low maintenance properties.

In addition, all buildings come with a five year manufacturer’s warranty.

Modcom Portable Buildings is owned by Rex McIntyre and situated in Tauranga.

Rex and his team are fully qualified and experienced technicians.

• Rylock windows and doors • Designworks.

“Hiring is an excellent option if you require temporary buildings on your site.

accordance with the New Zealand Building Code and relevant building standards.

“Just hire the buildings as you need, for the length of time you require, and when you are finished with the buildings we will come and remove them.”

The buildings are designed to be portable, making them easy and safe to transport.

All buildings manufactured by Modcom are structurally engineered and built in

With its own fleet of trucks and cranes Modcom can remove the reliance on outside providers and is able to provide hassle free delivery to your site nationwide.

Manager Brendon Cole says the business manufactures an extensive range of transportable buildings for hire or for sale including offices, ablutions units, lunchrooms, accommodation units, and control rooms.

“If you require something specific we are happy to customise one of our existing plans or alternatively we can build a unit of your own design.

“Our buildings are built out of insulated panel so have a high quality finish while being low maintenance and are very easy to keep warm in winter and cool in summer.

“We are able to transport our buildings nationwide as we can do as much or as little as the customer requires.

“We believe in the quality of our buildings and personal service. All our buildings are built to the New Zealand standard building code,” Brendon explains.

Modcom hire buildings to many national events all around the country such as sports events, musical events, hospitals and V8 supercars.

The business is also part of the Supermac Group. With over 30 years in the industry Supermac Holdings Ltd is the market leader in the installation of insulated panels, both standard EPS and fire resistant, in New Zealand.

Supermac has worked across a wide range of sectors within the industry (including dairy companies, food processing plants, supermarkets and kiwifruit plants) to provide coolstore, freezer, chiller and canopy facilities.

As well as providing facilities for the New Zealand market, Supermac has also worked in Australia, Tonga and China. CNT Modcom Portable Buildings Ltd PO Box 16349 Tauranga T (07) 552 5271 T 0800 266 326 www.modcom.co.nz — Advertising Feature

We manufacture an extensive range of transportable buildings for hire or sale Modcom Portable Buildings Ltd Phone: 0800 266 326 Email: modcom@wave.co.nz

Offices, Ablution Units, Lunchrooms, Accommodation Units, and Control Rooms.

32 | June/July 2014 www.centraltoday.co.nz

Property & Construction | Morris and Bailey

Award winning construction experts Morris and Bailey Limited is a specialist in commercial and civil construction, completing hundreds of significant projects since its formation 45 years ago.

The Dannevirke-based company prides itself on constructing high quality projects within the commercial, civil and residential markets.

General manager Greg Veale says while Morris and Bailey is not focussed on the residential market, it does build the occasional high quality home on request.

“We have recently completed a difficult bridge in Whitby in Wellington. It proved difficult due to the curved nature, which resulted in redesigning element of the bridge during construction.”

Morris and Bailey has also recently completed a new coolstore at Oringi Business Park.

The company has achieved awards for numerous projects such as the KiwiRail Replacement Bridge in Feilding, Speight’s Alehouse in Palmerston North, the Kopane Bridge Replacement in Palmerston North, the Southern Star Abbey Monastery and residential house in Dannevirke.

Morris and Bailey specialise in civil, commercial and residential construction and offers the following services: • Bridging and civil construction • Medical and educational facilities • Precast concrete structures • Commercial and retail buildings • Industrial buildings • Residential buildings • Fit-out and refurbishments • Farm buildings and bridges.

Woodville office became more involved with civil construction and bridge building.

“We started doing some commercial work in the area and with that our staff grew and we became commercial builders who mixed in a bit of residential work as well,” managing director Peter Burne says.

“We had a fairly close working relationship with the Woodville company through the ‘70s and ‘80s.”

Work is not only completed on time and on budget, but all the quality standards are met, along with personal attention to ensure excellent services are provided.

However, the Woodville office was wound up in the mid ‘80s, with two of its junior partners buying shares in the Dannevirke business.

“Our philosophy is to work with clients to achieve the real intent of the contract and meet both the specified and unspecified needs. Our overall reputation is for high standards of workmanship and developing sound solutions for clients.”

“They brought a lot of skills with them, which allowed us to get into the bridge building and civil work too,” says Burne.

Morris and Bailey was founded in 1969 and originally consisted of two offices in both Woodville and Dannevirke.

The Dannevirke office concentrated its effort mainly on the residential market, while the

“Since that day we’ve continued to have a presence in both the commercial building field and civil and bridge building area as well, mixed in with a bit of residential building work.”

Today Morris and Bailey is still owned

by Burne, together with three other shareholders, and employs about 18 staff from its premises in Cadman Road, Dannevirke, which it has owned for 40 years.

Vet Services Dannebirke under construction

<

The team prides itself on having a longstanding record of completing projects that meet customer needs in all areas.

Company history

Vet Services Dannevirke’s new building, constructed by Morris and Bailey

<

But one of Morris and Bailey’s main strengths is bridge building. “We specialise in bridges and are currently undertaking a number of farm bridges; this has been brought about by changes in policy by Horizon’s Regional Council relating to rivers,” says Veale.

The specialists

BERNIE WALSH

ALUMINIUM & GLASS LTD

11 Miller Street, Dannevirke, Email. bernie@bwag.co.nz

PHONE. 0800 347 789

TM

WINDOWS & DOORS

Contact us for all of your window and door requirements!

www.centraltoday.co.nz June/July 2014 | 33

Property & Construction | Morris and Bailey

Delivering a design of distinction Morris and Bailey has recently completed the large new Vet Services building in Dannevirke, a project which is being heralded as a big success.

Vet Services is a large rural veterinary practice with clinics in Waipukurau, Hastings, Napier and Dannevirke, offering a wide range of services for all animal species.

The practice had previously been operating out of a building that didn’t meet its needs and began planning its new building more than two years ago.

Morris and Bailey negotiated the contract, with construction of the new Vet Services practice beginning last May on a new site in Dannevirke’s main street. The building was designed by Dalgleish Architects in Wanganui.

Morris and Bailey general manager Greg Veale says the project involved a complete new build and hard landscaping.

It had its challenges, but was a complete success for the company.

“Some of the design aspects were tricky; the front area proved difficult with its high soffit.

It was quite a complicated design but we do quite a lot of work like that,” Veale says.

Morris and Bailey project managed the job, which went fairly smoothly. The company employed all the subcontractors for flooring, joinery, windows and doors.

What the new building means to its owner

McNeil says Morris and Bailey helped the practice achieve its requirements for the new building.

Vet Services Dannevirke’s large new premises, built by Morris and Bailey, means the company can now offer a more comprehensive service, including:

“As well as the small animal clinic, we now have storage and a new showroom; our large animal vets have good access and we have a new horse treatment room out the back.”

Vet Services new Dannevirke building means its broad customer base is now receiving a better service. The building was constructed last year by Morris and Bailey.

Pets – puppy pre-school, canine breeding

The new building has allowed Vet Services to enhance its service to customers.

Vet Services moved into the large new premises in December, which practice manager Peter McNeil says more than met their needs.

Deer – deer scanning

“The client is very happy with the end result, which proved to be a very high quality build,” says Veale.

Increased capability

Beef – pregnancy scanning Dairy – pregnancy scanning, lameness, nutrition, reproduction, mastitis

Equine – dentistry, equine ultrasound Sheep – ewe scanning Working dogs – flea and worming programme

“We needed a purpose-built building that catered for all of our large and small animal requirements, and our retail area as well,” he says.

“Our previous building was poorly designed and poorly laid out. The old small animal clinic was showing signs of wear and tear and needed updating.”

“We have scope to expand. We have a new digital x-ray facility that we didn’t have before. We have two surgeries instead of one and three consult rooms instead of one.”

A great job by Morris and Bailey McNeil says Morris and Bailey did a fantastic job throughout the construction of the new Vet Services Dannevirke practice.

“Morris and Bailey were excellent to deal with and all the young guys were really good. We would recommend them for any commercial project; they have sufficient size that they can undertake these projects,” he says.

“They completed our project within about seven months and we’re very pleased with it overall. The design and construction work

by Morris and Bailey were excellent and we haven’t got any regrets.”

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Property & Construction | Morris and Bailey

Huge knowledge base

Reputation for success

Vet Services Dannevirke has benefited from Morris and Bailey’s wealth of experience and range of resources.

Burne believes a major advantage to clients working with Morris and Bailey is the reassurance they are dealing with a reputable, long-standing company. This has definitely been a positive factor in the Vet Services project.

“Our experience is number one,” Morris and Bailey managing director Peter Burne says.

“We’ve been in business a long time and the company policy we instil to our staff is to ‘do it once and do it right’.”

Morris and Bailey’s project managers and general manager have accumulated a total of more than 100 years’ experience within the construction industry.

“That’s in all fields; not just in bridge building or commercial construction. It’s also in residential and civil work. We have a huge knowledge of the central North Island area, which is a benefit to us,” he says.

“We’ve dealt with a lot of clients over the years and they’re good loyal clients. We’ve built a lot of relationships.”

Burne and his team have worked closely with Transpower, Transit New Zealand and the defence forces, completing large projects at Waioru, Linton and Ohakea bases during the years, as well as large contracting companies like Higgins, Mainzeal and Stringfellows.

“We also built our local community hospital here in Dannevirke when they closed the big one down. There’s quite a lot of versatility there.”

Morris and Bailey has stood the test of time, even through difficult recession years.

“We’ve survived a long time in a competitive industry. We attribute that to being competitive, as the majority of the work we win is done on tender,” Burne says.

“There’s a lot of trust involved. Our clients trust us and we deliver what they want.

We pride ourselves on the finished product because we believe that’s our best advertisement.

“We have faith in our staff and we like to think that we employ the best and we get the best out of them.”

Morris and Bailey also enjoy a good rapport with its regular subcontractors and suppliers.

“You don’t build that up in five minutes.

You build it up over a period of time. They appreciate the fact that when they work for us they get paid on time and we invite them back for further work. We like to work with people who perform and deliver a good job.”

Vet Services Dannevirke has been able to improve its services to customers since moving into its new premises

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Morris and Bailey endeavours to stay within the central North Island region in order to be competitive.

“We’re well funded, we have years of experience and they know we can deliver a project on budget and on time, and in some instances where we can offer our own ingenuity, can make some cost savings for them.”

Phone: (06) 374 4262 Fax: (06) 374 9327 49 Cadman Road, Dannevirke, Tararua, Manawatu-Wanganu

www.centraltoday.co.nz June/July 2014 | 35

Property & Construction | Morris and Bailey

Focus on quality

Portfolio of successful projects

Morris and Bailey keeps tight control of all its projects, including Vet Services Dannevirke, by employing all its own tradesmen.

Morris and Bailey has completed many significant projects in recent years, in addition to the new Vet Services Dannevirke building.

General manager Greg Veale says a lot of construction companies are now employing labour-only subcontractors to reduce their overheads. This is not the case at Morris and Bailey.

Some of its key clients include Linton and Waiouru Military bases, Ohakea Air force base, Massey University, Palmerston North Hospital and Dannevirke Community Hospital, to name a few.

“We employ all our own staff, including carpenters and civil contractors,” Veale says.

Since 1985, Morris and Bailey has successfully completed many bridges of varied design and size for Transit, Kiwirail and District Councils throughout the region.

“One of our advantages is we still have fairly big gang, with 14 guys out onsite, which helps us keep track of the quality.”

Morris and Bailey operate a range of hightech machinery from its workshop and storage facilities and has its own casting beds for precast concrete work. It also operates a rough-terrain crane and a fleet of forklifts, trucks, trailers and a hydraulic excavator.

<

Morris and Bailey worked on the Papatawa Culvert between Woodville and Dannevirke

“

Morris and Bailey were excellent to deal with and all the young guys were really good. We would recommend them for any commercial project; they have sufficient size that they can undertake these project.

”

Work is carried out as far south as Wellington and north to Gisborne, New Plymouth and Waiouru.

The company places a huge emphasis on staff training and has a continuing programme of apprentices, with two or three employed each year.

The company has worked alongside Higgins Contractors on a number of roading projects where bridge structures have been involved.

It has also been involved with the construction of Wind Farm turbine foundation and bases at TeApiti, Tararua and Makara. CNT Morris and Bailey Limited 49 Cadman Road Dannevirke 4930 T (06) 374 4262 E mb_construction@vodafone.co.nz www.morrisandbailey.co.nz — Advertising Feature

<

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Focus | Over the Moon Dairy Company

The relentless pursuit of quality From Cheshire and Roman cheese Over the Moon Dairy Company is quite the exciting adventure.

Enveloped in lush countryside and prolific dairy herds, Over the Moon’s cheese factory, shop and cheesemaking facilities is a place that combines world class ingredients to produce brilliant diary products, yet stays true to the traditions of international cheesemaking.

By early 2008, Over the Moon quickly made an impact and won gold and two silver medals at the Cuisine New Zealand Champion of Cheese Awards. Its success has continued to be celebrated over the years with 75 national and international awards.

Neil was so enthusiastic about the new Cheese School he eventually bought into the company.

The business is composed of an all-girl crew – nine full time staff equivalents and two cheesemakers, but during Christmas time, which is the busiest season for the company, there can be up to 21 people on the payroll.

“We make top quality handmade cheeses especially for people who love good food. I love to invent new cheeses that are not on the market in NZ, Europe or even round the world such as Tomme (a blend of buffalo and goat cheese – a semi-hard cheese).

“And we especially love blending milks which is not done a lot here or through the rest of the world. We have access to cow, goat, sheep and buffalo milk - so the whole range of milks available in New Zealand.”

Sue and her team love to play in the factory to create new flavours which tantalise the senses.

Sue started the New Zealand Cheese School in April 2008 and was initially set up to fill a hole in teaching artisan cheesemakers in New Zealand – Sue went to Australia to learn technical skills.

“I travel lots, especially to France every year and come back with a head full of ideas about making new things. I specially like to see a cheese overseas and think about how we can make a twist on it.

“In my first year I realised there were loads of people who wanted to learn how to make cheese at home, just like I had been doing prior to setting up the factory.

“We get great feedback about our cheeses from New Zealanders and international visitors alike and have had wonderful support and pride from our local community too.

“Neil Willman offered to run home cheesemaking classes for me too and we’ve been doing that ever since. I think it’s amazing that someone like him – head judge of the two biggest dairy competitions in Australia, international cheese judge and trainer of most

L to R Michelle Mason, Cheesemaker, Sue Arthur, Owner OTM and Grietje de Vries, Senior Cheesemaker

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Situated on State Highway 1 in Putaruru, in the heart of the South Waikato, Over the Moon is an adventurous boutique cheesemaker, producing only around 23,000kgs of cheese a year. It was founded in late 2007 by local resident and dairy lover Sue Arthur.

of the professional artisan cheesemakers in Austrailia - also loves teaching people how to make top quality cheese at home,” Sue says.

“We received Business of the Year at the Putaruru Business Awards last October and also won the Innovation Award in our first year. It’s lovely making beautiful food for appreciative people.” CNT

Some of the unusual cheeses Over the Moon Dairy has invented: Tomme (semi-hard blend of buffalo and goat) – won champion blend at the International Cheese Champs in Wisconsin in 2010.

Southern Cross – a blend of all the four milks in the factory – was only made three times in six years because it’s difficult to get all the different milks in the factory on the same day.

Double Delight – a brie which is a blend of goat milk and cow’s cream – won bronze at the 2010 International Cheese Champs.

Black Truffle Brie – won a gold medal at the New Zealand Cheese Awards.

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Cheese School students

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Over the Moon Dairy Company Limited 33 Tirau Street Putaruru 3411 South Waikato T (07) 883 8238 www.overthemoondairy.co.nz — Advertising Feature

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Focus | EastPack

Industry leading efficiency New Zealand’s largest post-harvest kiwifruit supplier EastPack Limited has been packing kiwifruit for more than 30 years.

EastPack’s grower-owned company structure and focus on operational efficiency has consistently delivered industry-leading orchard gate returns (OGR) to growers.

In 1983, it took six weeks to pack 65,000 trays of kiwifruit. Today that same volume takes just two hours with state of the art semiautomated fruit graders, sizers and robotic packing arms.

Last year EastPack was the only packhouse to achieve more than $5 per tray OGR for Hayward (green) fruit – the highest return in 10 years. And the company’s reputation for industry leading returns continued during the 2013 financial year, with a $1.5 million operating profit (after paying rebates) for the financial year ending 31 December, 2013.

EastPack business development manager, Toby Potter says the company’s success comes down to the grower-owned structure.

“EastPack’s structure returns more money to growers because there is no pressure from non-grower shareholders to pump up dividends,” he says.

“There can be significant differences in grower revenue depending on who growers choose to pack their fruit, our reputation for strong returns means more and more growers choose to pack at EastPack.”

Established in Edgecumbe in the Bay of Plenty, the company initially operated under the name Rangitaiki Fruitpacker Co-Operative.

In March 2013 the company merged with post-harvest kiwifruit and avocado packer Satara Co-Operative Group Limited – the biggest merger in the kiwifruit industry’s history.

EastPack has always punched above its organisational weight and, with a clear strategy for the year ahead, the company will continue to benefit from the continuous improvement, increased productivity, employee engagement and financial

“

There can be significant differences in grower revenue depending on who growers choose to pack their fruit, our reputation for strong returns means more and more growers choose to pack at EastPack. performance which have seen it become a key player in the post-harvest process nationwide.

EastPack aims to pack 25 million trays this season, improve green orchard productivity by 13 percent, achieve a $5 million profit after rebate and position itself as a leader of new kiwifruit varieties, while reducing fruit loss will continue to be an area of great focus.

Establishing the newly formed NutriKiwi brand as a category leader in Australia and other markets is also high on the list.

EastPack’s joint venture with OPAC, DMS and Trevelyan’s called The Nutritious Kiwifruit Company, announced in March, will coordinate and market more than half of New Zealand’s Class 2 Green and 46 Count (excluding Zespri Class 1 volume) into Australia and other markets, with a focus on the well-known nutritional benefits of kiwifruit.

38 | June/July 2014 www.centraltoday.co.nz

”

Toby says the industry is continuing to evolve and recover from the PSA outbreak of 2010 and confidence in the kiwifruit industry is continuing to rise.

“It’s now been more than three years since the discovery of Psa-V and it’s a challenge we’ll have to deal with now and in the future. We are fortunate to have a largely unified industry which shares ideas and management strategies. This means as time goes on we should all get better at managing Psa-V. “Many growers are still achieving very good production and despite the strong NZ dollar, the outlook for grower returns in the short to medium term sound really encouraging.

“Property values have also recovered so overall, many growers are a lot happier. This said, we are all aware of how quickly things can change in horticulture.”

Focus | EastPack

“

Many growers are still achieving very good production and despite the strong NZ dollar, the outlook for grower returns in the short to medium term sound really encouraging.

Kiwifruit – a nutrition powerhouse Eastpack’s history • 1983: Rangitaiki Fruit Packers Limited (now EastPack) begins.

Land purchased on Eastbank Road, Edgecumbe – now site of EastPack head office.

Packed 60,000 trays for 23 shareholders.

• 1987: Edgecumbe Earthquake.

• 1992: Kiwifruit market crash.

• 1996: Purchased Opotiki Co-op – increasing supply to three million trays.

• 1997: RFP changed its name to EastPack.

• 2000: Purchased Zest Company.

• 2001: Production increased to 6.6 million trays.

• 2001: EastPack invests more than $20 million in packhouse and coolstore in Te Puke.

• 2009: EastPack invests $9 million state of the art semi- automated fruit grader and sizer and coolstores in Te Puke.

• 2010: Psa discovered in Te Puke.

”

Kiwifruit consistently ranks at the top of fruit in nutrition density models which tell us exactly how nutritious our food is, so you’re getting more vitamins and minerals for every gram of kiwifruit than in most other fruit. But that’s not all this little powerhouse is good for: Rich in vitamin C Throw away the oranges! There is twice as much vitamin C in kiwifruit as there are in oranges – you only need one kiwifruit each day to get your recommended daily intake of vitamin C. High in folate and potassium Folate Kiwifruit is a natural source of folate which helps prevent neural defects in unborn babies, assists in brain and cognitive development in children and combats cardiovascular disease. Folate is so important many countries are considering adding it to flour or bread to ensure the population consumes sufficient amounts.

Potassium A kiwifruit has about the same level of potassium as a banana, with half the calories, making it an excellent low-sodium option to access potassium, which is potentially beneficial for heart health and in the maintenance of blood pressure.

• EastPack reports $10.5 million profit.

• 2011:EastPack packs a record 21.4 million trays.

Two new coolstores in Te Puke and one in Edgecumbe.

EastPack offers 20 cents per tray reduction in packing costs for 2012 and 20 cents cash rebate.

• 2013: EastPack and Satara merge to become the largest PostHarvest operator in the industry.

The merger delivers sustainably competitive packing rates, greater depth of technical expertise, and continued strong grower returns.

High in antioxidants and phytochemicals Eating kiwifruit will provide your daily intake of antioxidants, such as polyphenols and carotenoids, to help fight the damage caused by free radicals and oxidative stress.

EastPack Highlights for 2013 • Packed 21.7m Class 1 trays in 2013 (EastPack and Satara combined) • Net Profit of $4.958 million compared to $3.896 million in 2012 • $1.521 million operating profit after paying rebates • Rebate to transactor shareholders of $3.945 million • Final dividend of five cents gross per investor share. In addition to the five cents gross interim dividend declared in December 2013 and paid in January 2014 • EastPack paid out $2.572 million in dividends during the year ended 31 December 2013 • $3 million capital investment of “Invision photographic grading” at Katikati and Edgecumbe pack houses • Industry leading Orchard Gate Return (OGR).

EastPack Limited CnrNgunguru and Maruata Roads Glenbervie Whangarei T (09) 437 3003 E info@eastpack.co.nz www.eastpack.co.nz — Advertising Feature

Improve immune system function Kiwifruit can help ward off the effects of stress, inflammation and attack from bacteria and viruses. Recent and ongoing trials have shown kiwifruit to be highly-effective at beneficially modulating the immune system.

Improve digestive health Recognised widely as a natural digestive aid, this is due to the unique combination of fibre and other components in kiwifruit. CNT

Horticulture Bins, Crates and Pallets Bin Repair Timber ISPM 15 Compliant (MB & HT) Proud to support EastPack Limited Contact our Sales Manager Kelvin Perfect (KP) Mob 0274 940 782 or sales@bigtuff.co.nz www.centraltoday.co.nz June/July 2014 | 39

Focus | Health 2000

Where caring is at the heart of business Health 2000 has changed its logo to reflect what the Kiwi co-operative has evolved into over the past 20 years – while also acknowledging its roots.

A new look The new logo, launched on April 1, 2014, depicts a red and green heart. It represents staff passionate about caring for the health needs of their customers, and the green represents natural health.

The heart, as a vital organ with its beat signifying life, is at the core of Health 2000’s philosophy of caring and passion.

The new strapline “Where caring comes naturally” has changed the focus of the business from its shops and products, to its people and their knowledge

In doing so, the nationwide 82 store natural health retailer has set itself well apart from competitors selling similar products by focussing on the emotional investment of its staff.

“We started 20 years ago with a small team of like minds who joined because they or someone they knew had suffered a health issue, and after trying conventional medicine finally had success with natural health,” says Health 2000 managing director Alan Morpeth.

“They therefore had a huge passion to help others.

“Today, we have around 300 people with that same motivation. Visit a Health 2000 store and you’ll find yourself talking with people who are clearly passionate and knowledgeable about natural health. Caring for the health needs of our communities is not just a part of our business, but at the very heart of it.”

(L-R) NZ Olympic gold medallist and Health 2000 ambassador Barbara Kendall (MBE), Health 2000 managing director Alan Morpeth, and Hamilton Mayor Julie Hardaker open Health 2000’s 82nd store.

The Lighthouse brand was launched in October 2013. To date, it encompasses the most popular international weight management supplements based on African mango, raspberry ketone, green coffee bean and Garcinia cambogia, plus salmon oil and evening primrose oil, B complex

40 | June/July 2014 www.centraltoday.co.nz

with vitamin C, vitamin D3 with coconut oil, and selenium with vitamin E. Manufactured in New Zealand, the brand’s high standards comply with New Zealand regulations and laws, such as those required

by The Natural Products Bill due to come into effect mid-2014.

Focus | Health 2000

Health 2000 started in 1993 in Hamilton and this is where its national support office has remained, relocating in January to the city’s CBD alongside its 82nd store.

HealthZone products that contain mineral transporters deliver nutrients not only to specific organs, and specific cells in those organs, but to the specific parts of those cells that need nutrients the most.

The new complex includes the warehouse for website orders, and employs 22 in total.

Hamilton Mayor Julie Hardaker and NZ Olympic gold medallist and Health 2000 ambassador, Barbara Kendall (MBE) were key guests at the opening ceremony on January 24.

Given 85 percent of Health 2000’s market are women, Morpeth says it was fitting to have two highly successful women open the store. The company also wanted to celebrate its special Hamilton connection.

Launched in June 2012, HealthZone is a brand of 26 nutritional supplements exclusive to Health 2000 and New Zealand.

This high-end, well researched range is similar to practitioner-only supplements, and has two unique mechanisms of action.

Other HealthZone products contain nucleic acids – the repair molecules that allow DNA to duplicate correctly, rather than mutate, which addresses both cell and organ dysfunction.

The range offers complete support for people who, rather than deal with the domino effects of a sick body by default; seek to embark on a wellness programme.

“In a lot of ways it would make sense to have our support office based in Auckland.

It is the biggest market in New Zealand, 90 percent of our suppliers are based there, and access to the rest of the country is easier with flights in and out of Auckland.

“However, what we have in Hamilton is a fine group of people in our support office team. We are very fortunate to have this talent, and they are what make Health 2000 such a special place to work.

“We are a company that has some pretty ambitious growth plans and it is exciting that they will be taking place here,” Morpeth says.

HealthZone launched May 31, 2012

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Health 2000 is no stranger to change.

Initially with seven shops, some investor shareholders and a small group of preferred suppliers, today the business has 82 stores, 38 shareholders, 25 preferred suppliers, three second-tier suppliers and a group turnover in excess of $43m.

“The ownership structure was originally 50 percent investor shareholders and 50 percent retail members. The investor shareholders consisted of six shareholders which eventually became two, then one. In March 2009 we did a share buy-back buying the 50 percent owned by the investor shareholder so that our shareholders were just retailers.

“In September 2009 we then changed the legal structure from a public company to a co-operative. This has been one of our greatest successes as it has created a solid foundation and positions us well for future growth,” Morpeth says.

Health 2000 prides itself on providing quality natural health products such as dietary supplements, herbal and homoeopathic treatments, natural skin care and cosmetics, superfoods and sports nutrition, from stores and online.

The success of the business, however, can largely be attributed to its people, who together have more than twice as many health related degrees and diplomas than there are stores.

“The products we sell are sourced pretty easily, but our competitors don’t have the same passion for natural health.

“They are focussed on sales and profit, whereas we are first and foremost in the health care industry, and focussed on delivering a complete solution to customers. This service has resulted in long term relationships and friendships between many of our people and their customers.

“We are very fortunate to be in the business of improving people’s health, and this is not something we take for granted.”>

Natural products for healthy living Proud to support Health 2000 www.weleda.co.nz

www.centraltoday.co.nz June/July 2014 | 41

Focus | Health 2000

Health 2000 magazine Every two months about 650,000 magazines are distributed out of 82 Health 2000 stores, inserted into 27 newspapers nationwide, and delivered to 140,104 letterboxes in 23 different letterbox drops around the country. The publication has an educational focus and includes professional advice from three doctors, so readers can learn why we get sick, how to prevent it, what supplements can assist, and how they work. The aim is to empower people to make wise health choices

Health 2000 is New Zealand’s trusted supplier of natural health products – be it supplements, herbal and homoeopathic treatments, natural skincare, superfoods and sports nutrition, they can all be found in Health 2000 stores or online.

Situated across the country there are 82 stores full of great health products that will enable you and your family to feel better, look better and live healthier.

Alan Morpeth says that today we are exposed to so many toxins and chemicals in our everyday environment and a lot of the foods we consume contain added flavours, preservatives, and essentially chemicals that cause all sorts of issues.

“Even fruit and vegetables from the supermarket don’t contain the nutritional benefits that you would expect, so a certain level of supplementation is important.

GO HEALTHY

congratulates Health 2000 on their 20th anniversary and thanks them for their ongoing support. www.gohealthynz.co.nz

“Skincare is also an interesting area. A lot of the perfumes and skincare products purchased from pharmacies and department stores contain real nasties that penetrate the skin and are absorbed deep into the body.

We have a new skincare product called theCream, which is 100 percent natural and is colostrum based. It is a brilliant product that really looks after your skin.”

Health 2000 prides itself on providing the best products available and at the best price. The success of the business however, can largely be attributed to the trained staff.

Morpeth further explains that a passion for health is a prerequisite. “This passion and excitement for natural health often results in our great customer service. This service has resulted in long term relationships and friendships between many of our members and their customers”. CNT Health 2000 Call us toll FREE 0508 69 4325 Monday to Friday: 8.30am - 5pm Hamilton Support Office 408 Anglesea Street PO Box 1348 Hamilton 3204 www.health2000.co.nz Like us on facebook — Advertising Feature

CONGRATULATIONS

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42 | June/July 2014 www.centraltoday.co.nz

Focus | deugro New Zealand

Leading logistics deugro (New Zealand) Limited is a leading logistics provider with the skills and global backup to manage significant national projects such as the Mill Creek wind project and Auckland’s Waterview Connection.

The company has been operating in New Zealand since 2005, with branches in Auckland and Wellington, but has an international history dating back to 1924.

Originally deugro was established in Frankfurt, Germany, by Carl Press, as a heavy transport provider specialising in over-dimensional and heavy cargo.

Today deugro is still owned and operated by the Press family, with offices located in more than 35 countries. It remains a highly specialised freight forwarder, offering a diversified portfolio of services that include air, sea and land transportation.

deugro’s logistics services • Project forwarding and management • General cargo services • Over-dimensional and heavy-lift cargoes • Turnkey project logistics • Door to door delivery • Airfreight and customs clearance • Warehousing and container packing • In-house logistics consultancy.

deugro in New Zealand

Dawson heads a small highly skilled team which has the ability to provide solutions for any logistical challenge.

The business has worked on many significant national projects in recent years including the Westwind Project in Wellington, HVDC Pole 3 Project at Haywards and Lake Benmore, with project freight forwarding remaining deugro’s core business.

The company has also been providing logistics solutions for the Mill Creek wind project north-west of Wellington, near the Ohariu Valley.

The Mill Creek project will have 26 turbines on the wind farm capable of producing enough electricity each year for about 30,000 New Zealand homes.

The Ohariu Valley area has consistently strong wind, which will make it one of the world’s most productive wind farms. It’s expected that turbines at Mill Creek will generate electricity 90 percent of the time.

deugro (New Zealand) Limited Unit 4-5 Paraparaumu Wellington (Head Office) T (04) 296 1320 E jeff.dawson@deugro.com www.deugro.com

L.G.ANDERSON

From project forwarding, general cargo services, airfreight and customs clearance to inland transportation, warehousing and consulting, deugro’s experienced specialists and strong partners all over the world have everything it takes to make sure that when it comes to moving, nothing stands in your way.

Mill Creek

deugro (New Zealand) Limited 11 Tinley Street Auckland T (09) 377 6992 E jeff.dawson@deugro.com www.deugro.com

— Advertising Feature

The company services a range of industries including oil and gas, mining, petrochemical, renewable energy, plant relocation, power and water, and infrastructure.

“We’re well experienced to take anyone’s cargo from any point in the world, door to door. We’re a solution provider; if we strike a problem we come up with a solution.”

But staying true to their nature and by working in partnership with subcontractors it is a problem they have found a solution to and overcome.

The Mill Creek project once again highlights deugro NZ as a local and international logistics company experienced in providing project management service to some of New Zealand’s major national projects. CNT

deugro undertakes a large amount of work on national projects within New Zealand, under the leadership of country manager Jeff Dawson.

“Our role is to project manage. We offer a turnkey package from door to door and as a global company we’ve got that reach.

reloading to transport at Wellington port,” Jeff says.

TR A N SP O R T LTD

The tender was separated into stages by the client and deugro was awarded its tender package for the project in November 2013, but Jeff says they had been working on securing the deal since 2008.

And it’s no surprise deugro won the tender with its extensive experience. Since 2006 deugro has successfully shipped 200 wind turbines into New Zealand and more than 1,700 wind turbines have been shipped worldwide since 2003.

Their roll in the mammoth logistics project is to oversee operations at Wellington Port, this includes all discharge operations from vessels into port storage and reloading of transport to site. The delivery of the cargo from the Port of Wellington is expected to run from February 2014 to June 2014.

Jeff explains the equipment they are moving for the 26 turbines originates from China and Denmark with the final destination being the Mill Creek wind farm site located behind Porirua.

The massive 40 metre long blades have created a few obstacles for the deugro team.

“The biggest challenge is space for storage of the components while in their transitory period from offloading from vessels, to

Servicing Greater Wellington & Lower North Island Proud to be a preferred contractor, working with deugro (New Zealand) Limited on the Mill Creek Wind Farm project.

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www.lganderson.co.nz Ph: 04 567 0353 www.centraltoday.co.nz June/July 2014 | 43

Focus | Avantidrome

Getting Kiwi wheels turning The newly built $28.5m Avantidrome, a nationally recognised facility, is a haven for top track cyclists, recreational cyclists, aspiring cyclists with an Olympic dream, and for those who simply love to watch sporting talent in action.

Conveniently located in the backyard of Cambridge, it looks set to revolutionise all cycling disciplines, both locally and nationally.

With a vision of champions inspiring the participation of everyday people, the Avantidrome is New Zealand’s National Cycling Centre of Excellence and offers access to world class training and competition facilities for track, road, MTB and BMX, all as accessible community facilities.

The Avantidrome provides programmes for all ages and abilities. These range from Have a Go sessions for new riders and novices, to recreational and social activities such as 50 Plus, Family Fun and Mums N Tots, and of course experienced/competitive training.

Construction of the Avantidrome began in June 2012 and features a fully enclosed indoor velodrome; a 250m indoor cycling track with permanent seating capacity of 1,525 seats which is expandable to 4,000 for major events. Seven million dollars of the $28.5m complex funding came from the Government and $6m from the Waikato Regional Council.

A few interesting facts • The Avantidrome design allows for unimpeded views within the main arena which means that the main structure is required to be supported from the exterior circumference with no internal supporting columns • The Avantidrome building (excluding the office/services building) spans 77 meters across and 120 meters long, bigger than a rugby field

Facilities

• The Avantidrome building at its highest point is equivalent to a six storey building

• Equipment/ bike hire

• Velodrome • Avanti bike shop • Revolve Café • Infield and function rooms for conferences and meetings

• The steel structure has approximately 525 tonnes of structural steel, equivalent to 379 Holden Commodores

• Bike skills park • Te Awa cycle way link to Cambridge • Programmes

• The metal roofing/cladding covers an area of 6,800m² which is enough to roof 34 standard New Zealand homes

• New riders/novice • Experiences/competitive • Recreational/social.

• 3,500m³ of concrete has been used, equivalent to a footpath running from the centre of Hamilton to the centre of Te Awamutu.

The official opening of the Avantidrome in April was attended by the Duke and Duchess of Cambridge, Prime Minister John Key, as well as Olympians including gold medallists and Cambridge resident Sarah Ulmer, who hosted NZ’s elite riders, this spectacular facility will continue to draw people into the area and put the royal couple along with Home of Cycling our riders up on the world stage.

Charitable Trust Chair Simon Perry.

Others present included Olympians Lisa Carrington, Mahe Drysdale, Eric Murray, Hamish Bond, Joseph Sullivan, as well as the newly crowned team sprint track cycling World Champions; Ethan Mitchell, Sam Webster and Eddie Dawkins.

More than 2,000 people attended the official opening and Bike NZ national team athletes were seen in action. The complex has received a healthy number of bookings since its opening.

“It reinforces Cambridge as a key area of sporting opportunity and excellence, which we’re incredibly proud of,” Geoff Balme, CEO of Home of Cycling says.

“Providing programmes that cater for all ages and abilities at the grassroots level, right through to being the new home for Bike

“TriNZ and their high performance programme have also begun to use this facility as their base.”

More than meets the eye The Avantidrome also has meeting room facilities which overlook the velodrome and can be arranged in a variety of styles to suit your needs.

The two medium sized meeting rooms can be opened up to create one large room. Each room can host up to 50 people and is fully equipped with projector, screens, televisions and full audio-visual equipment.

The main Avanti Lounge has an adjoining kitchen which can be used by groups. This allows for full catering services to the rooms or you can self-cater for meetings.

“We have got off to a flying start with 137 hours of community use in March, our first month of operation, which then grew by 20 percent to 165 hours in April. In April there were over 1,600 community rides,” Geoff says.

“On top of that during March and April there were 21 uses of our meeting rooms and in field by community and commercial groups, including the opening ceremony of the NZ Junior Disability Games and the 2014 Prime Minister’s Scholarships Award function.

“In April we also hosted seven organised tours of the Avantidrome with groups including 60s Up, Vintage Car Club and Lions. We are proving to be very popular.”

The Gallagher Bike Skills Park adjacent to the Avantidrome was also officially opened

by Prime Minister John Key, also on April

44 | June/July 2014 www.centraltoday.co.nz

12 and has since been a huge attraction for families on the weekends.

For further information on how to book your next meeting at the Avantidrome contact nicki.martin@homeofcycling.org.nz, or call 0800 velodrome.

Enjoy this unique cycling environment where champions and every day people come to improve their performance on and off the track. CNT Avantidrome Hanlin Road Cambridge 3283 Waikato T 0800 VELODROME (835 637) E cyclingforall@homeofcycling.org.nz www.avantidrome.co.nz — Advertising Feature

Focus | Devan Plastics

Delivering designs with rural work in mind Settled on a small, isolated slice of land nestled comfortably at the bottom of the South Pacific, New Zealanders have always had a pioneering spirit and a strong rural bent.

Tauranga based Devan Plastics reflects this pioneering ethos through innovative designs, manufacturing processes and a quality, durable and cost effective end product.

Even the company’s history is a story of Kiwi ingenuity and innovation, general manager Jamie Lunam says. “Water tanks are our core business, but they haven’t always been,” he says. “Thirty years ago the company worked with a supplier to pioneer a large volume polyethylene water tank.

“We worked hard within this niche and despite competition coming up behind us, we still lead this market.”

From these beginnings in 1988, Devan Plastics has been manufacturing and distributing water tanks, water treatment systems and storage drums for a predominantly rural market.

Devan’s septic tanks are known to be watertight, strong, lightweight and easy to install. The company also manufactures and markets an environmentally friendly multi-chambered household Wastewater Treatment System; a system which treats

46 | June/July 2014 www.centraltoday.co.nz

household wastewater to a clean, clear and odourless liquid suitable for irrigation of landscaped areas.

“When you are a market leader, you have to look like one and behave like one,” Jamie says.

“Every product we produce is in line with that.

So while there are some great products on the market, our focus is on creating a point of difference, giving Devan products something which makes them stand out. The day you sit back on your elbows is the day you watch everyone else in the market sail by.”

One example is the brass outlets installed as standard on all Devan tanks, the only tanks which comes with brass or stainless steel moulded in outlets. Having metal outlets allows for an easy plumb that is solid and eliminates any risk of cross threading. Better yet, the company’s large tanks come with two of them as standard.

“Our competitors have either no outlets or plastics ones, so it is one less thing for our customers to think about or worry about,” Jamie says.

“We add the brass outlets for extra strength, we manufacture our tanks with thicker sidewalls than some and our delivery system is extremely thorough – our logistics team work closely with the customer to maximise the advantage for them. If they can get the tank into the position the customer wants then they will do what they can.”

After having its name firmly cemented in the large tank market, Devan Plastics has recently introduced five new smaller tank sizes. To complement the new smaller tank sizes the company now offers a full range of rainwater harvesting accessories including

leaf diverters, first flush diverters, plumbing kits, level indicators, valve kits and filtration systems.

The smaller tank sizes were the result of a body of research Devan Plastics commissioned several years ago into urban rain water collection. “This research showed urban rain water collection had promise, but not the same impetus as the rural sector,” Jamie says.

“Rural people have to store water, so they’re driven to purchase our products and, although the urban market is large, it’s not as productive.”

Focus | Devan Plastics

So Devan Plastics developed a 1000 litre water tank, a significant move for the company whose smallest tank at the time was 5000 litres. Then, about 18 months ago, Devan put a full range of small tank moulds into production to firmly signal their entry into this market.

“This was a natural extension for our business and we have not been disappointed with this move at all – the customer uptake has been really impressive” Jamie says.

“Now we offer tanks from 600 litres right through to 30,000 litres.”

Devan has also developed a range of drums (100 and 200 litres) which have attained United Nations dangerous goods safety ratings for the transport and storage of chemicals. Devan’s drums are designed for agricultural, domestic and commercial purposes including the storage of molasses and chemicals.

They can be manufactured to suit a range of applications and come in an extensive range of colours. “We will never be able to compete with imported blow moulded drums, but our niche is in low volume, multi coloured orders.

You can order one drum or 1000 drums from Devan, and that is the difference,” Jamie says.

If you are importing blow moulded drums you are required to order in minimum volumes of 1000 and they all need to be the same colour.

“One of our big drum customers is Agrisea in Paeroa and they order in small but regular quantities and in several colours at a time – good luck getting that service out of China!”

have been involved in, previously we have just offered products to catch the water.

“As a product range, moving into the filtration sector made sense to us.”

Devan Plastics spent considerable time investigating filtration product lines which aligned well with their own business. An Australian company not previously marketed in New Zealand, Puretec made sense.

“We wanted to be a close as possible to the manufacturer and you only have to look and touch Purtec’s range to know this high quality range of products aligns well with the Devan brand.”

Over the past few years Devan have exported into several Pacific Islands and is still growing with further development in the Pacific region. The company’s prime location near Tauranga and Lyttleton Ports has made exporting the product range into the Pacific a simple and easy process.

The company has also recently taken on the agency for Puretec filtration products, enabling the company to offer a range of water filtration, UV treatment options as “We are currently working with a customer well as iron removal and pH stabilisation. to put our wastewater treatment systems “Filtration has not historically been an area we into all of the airports throughout Papua New

1

2

3

Guinea – a very exciting commercial project where shipping large concrete septic tanks is impractical.”

Devan Plastics’ head office is in Tauranga – one of New Zealand’s fastest growing regions – and its manufacturing and distribution centres are located in Tauranga and Christchurch, which have the benefit of being able to provide excellent customer service to both North Island and South Island customers.

It’s a competitive space to be operating in; Devan Plastics puts up a strong commercial fight. “We do what we say we will do when we say we will do it, and we will do absolutely everything in our power to deliver on that. We won’t ring customers' back to change plans unless we really have no other option. We would deliver that product at a loss before we would disrupt our customers’ plans.

“We’ve got the biggest fleet of trucks nationwide, allowing us to provide the best lead times and flexibility around delivery throughout New Zealand.”

Going forward Devan Plastics will continue to move forward as a strong example of Kiwi ingenuity, with its ongoing development in the urban rainwater collection sector, namely a new company brand soon to be released specifically targeting the market.

“Rather than just tanks, these will be bundles offering everything the customer needs to achieve what they want.”

Find out how Devan Plastics’ tanks are made, keep up with the latest developments and tell others how impressed you are with Devan and its products by liking the Facebook page www. facebook.com/Devan.Plastics or visiting their Youtube channel. CNT

Devan Plastics 125 Birch Avenue Judea Tauranga T (07) 578 8726 E info@devan.co.nz www.devan.co.nz — Advertising Feature

4

Helping you mould your future

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Proudly supporting the New Zealand industry

Vision Plastics NZ Ltd 3 Furnace Place, Silverdale, Auckland | P O Box 44, Silverdale Auckland 0944 | Ph: 09 427 0674 | enquiries@vplas.co.nz | www.vplas.co.nz

www.centraltoday.co.nz June/July 2014 | 47

Focus | New Zealand Timber Industry Federation

Why building with wood works Timber has been the building material of choice in New Zealand for more than two centuries. Since the early European settlers arrived here in the 1800s we have been building our homes with timber.

And there are a number of good reasons why timber is still a leading construction material today. The New Zealand Timber Industry Federation says timber offers a number of advantages and benefits that its competition simply can’t match including safety, affordability, sustainability and durability.

Environmentally friendly Forestry has been a key industry in New Zealand since the beginning of European colonisation.

Today plantations occupy about six percent of our land area and produce more than enough to meet the country’s future needs.

Almost all of the timber used in New Zealand’s construction is sourced from these sustainably managed plantation forests and not from our indigenous forests. This plantation resource continues to expand as harvested trees are replaced.

Both our native and plantation forests absorb and store carbon dioxide for the full duration of their life cycle. By actually soaking up and storing carbon, timber is the only construction material which has a positive impact on greenhouse gases within the atmosphere.

Other major building materials require very significant energy in the form of heat in their production and furthermore do not store carbon in their finished state.

Timber is easily the most sustainable and environmentally friendly building material available for residential home construction.

Seismic strength In New Zealand wood has long been favoured over brick for residential buildings because of its ability to flex under stress.

Timber – why it should be your number one choice • Creates a seismically safe space • Cost competitive • Superior thermal insulation • Natural electrical insulator • Ease of use building with timber • Readily available • Nationally recognised standards for use • An all-natural product.

Experiments carried out last year by the Building Research Association of New Zealand (BRANZ) show timber is the best construction material for coping with New Zealand’s seismic conditions.

Commissioned by the Ministry of Education to determine how much force its school buildings could withstand in an earthquake, the BRANZ tests showed timber framed buildings can cope with stresses three times that of the Canterbury earthquakes and remain standing.

Built to last A number of other factors make timber a superior product for use in construction, including thermal insulation and electrical insulating properties.

The New Zealand Building Code requires houses to comply with thermal insulation standards.

Timber framed construction methods have superior thermal insulating qualities to

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48 | June/July 2014 www.centraltoday.co.nz

Phone. (07) 573 9161 Email. sales@pukepine.co.nz

competing products because of its lower thermal bridging properties.

Modern preservatives provide timber with protection against the effects of moisture and insect attack balanced with minimal use of chemicals and unlike steel, timber does not rust.

Timber is also a natural electrical insulator, particularly when dry as is the norm in modern house framing.

Although timber burns, its contribution to total fire load in a burning house is very small compared to the load from flammable building contents such as furnishings.

In addition, timber remains dimensionally stable and retains structural strength until the cross section has been considerably reduced, whereas steel will suffer rapid temperature rise and loss of strength when exposed to fire.

Another key benefit is ease of access to plumbing, electrical and communication services a raised timber floor provides.

“With piled systems you have that ease of access, whether you are installing, maintaining or repairing services such as your electrical wiring, plumbing, IT cabling etc under the house. In a solid concrete foundation this becomes much more difficult and a much bigger challenge,” NZTIF director Kevin Hing explains. CNT

New Zealand Timber Industry Federation Level 10 38 Waring Taylor Street Wellington T (04) 473 5200 E nztif@nztif.co.nz www.nztif.co.nz

— Advertising Feature

Marine, Boating & Fishing | DMW Trailers

The boat trailer specialists DMW Trailers Limited in Hamilton can design and build a trailer for any type of transportable boat; large, small, old or new.

The business celebrated its 40th year in 2013, which is a significant milestone. The company is believed to be the only New Zealand trailer manufacturer specialising exclusively in boat trailers. DMW Trailers is naturally very proud of this achievement and that of continuing to be a family owned business.

Owner Greg Dutton has been in the marine industry his whole life; he’s been either selling boats or building boat trailers since he started working in 1976.

This extensive history and experience means DMW Trailers has a wealth of knowledge to help create the ultimate trailer for every boat. “The added advantage for us is that I know boats; I know all the products, even the old boats,” he says.

DMW Trailers DMW Trailers is celebrating 40 years of building high quality boat trailers.

The company builds trailers for a huge range of boats, old and new, ranging from jet skis up to 3.5 tonne capacity.

DMW Trailers is the preferred trailer supplier for Stabicraft Boats in the North Island.

It manufactures for re-sale through boat manufacturers and dealers throughout New Zealand, as well as for the export market.

DMW Trailers specialises in general trailer repairs, refurbishing, regalvanising and WOF work.

Building quality trailers DMW Trailers builds trailers for jet skis and small dinghies through to trailers up to about 8.6m long.

The company offers a five year structural warranty on the chassis and a one year warranty on all components.

“The criteria for the larger trailer is the on-road weight, which is up to 3.5 tonne,” Dutton says. “Last year we made a boat trailer for a 9.2m boat, which was made out of composite materials. It was lightweight for its size, so it met the 3.5 tonne limit.”

Whenever you call DMW Trailers for parts, accessories or servicing, just quote your serial number and they will be able to tell you exactly what trailer you have and what is required.

Quality is a big focus for DMW Trailers, which targets those at this end of the market.

Growth and success

“In the marketplace there are cheap import trailers but we are very much at the quality end, which has been one of our strengths.

People who want to buy quality boats want to buy quality trailers as well.”

DMW Trailers services customers throughout the North Island, but also sends trailers to the South Island and offshore. While the financial downturn in 2008 saw tough times for the company, Dutton says business has begun to thrive again now.

DMW Trailers uses quality Trojan trailer components, while all parts and accessories used meet the high standard required.

“I have a great team at DMW Trailers and they have worked really hard and it has paid off; business at the moment is great.”

New Stabicraft contract DMW Trailers has recently secured a contract as the preferred trailer supplier for Stabicraft Boats in the North Island.

“Stabicraft now sits alongside the already strong associations with Haines Hunter, Buccaneer, Senator, Smuggler, Profile and Nautiques, and various other boat builders who we deal with exclusively”. CNT

Greg Dutton says the contract is a huge coup for his company, as Stabicraft is the largest manufacturer of aluminium boats in the country. “We’ve just got that contract and it’s quite significant for us and is at the top end of quality boats in the marketplace for aluminium.

DMW Trailers Limited PO Box 20116 Te Rapa Hamilton T (07) 849 4721 E greg@dmwtrailers.co.nz www.dmwtrailers.co.nz — Advertising Feature

As used by New Zealand’s leading manufacturers.

Trusted, reliable quality that stands the test of time.

Designed tough and backed 100%

Call 0800 653 246

Trojan is proud to have had a long association with all of its customers and we are pleased to congratulate DMW Trailers on their 25 years of outstanding contribution to the industry.

As a specialist manufacturer of light trailer components including suspensions, braking systems, couplings, springs and accessories we strive to support an industry that is synonymous with New Zealand culture.

Happy to be associated with DMW Trailers.

Strengthening Trailers through Hot Dip Galvanizing since the early 1970s.

14 Manchester Place, Hamilton P 0800 650 724 or 07 8500 120, F 07 8500 129

0800 TROJAN (876 526)

www.trojan.co.nz

www.perry.co.nz

www.dmwtrailers.co.nz Specialist manufacturers of: Quality Boat Trailers, Parts & Accessories WOF & Braking Systems, Repairs & Re-galvanising Extras available on request

12 Karewa Place PO Box 20116, Te Rapa, Hamilton Ph 07 849 4721 Fax 07 849 9104 E greg@dmwtrailers.co.nz www.centraltoday.co.nz June/July 2014 | 49

Goods & Services | DSK Engineering

Delivering through diversity DSK Engineering’s food and beverage industry customers have the confidence of knowing they’re dealing with one of New Zealand’s leading engineering workshops, with the skills and expertise to offer quality at every level of the job.

DSK is one of the largest engineering companies in Hawke’s Bay. Its progressive and innovative approach to engineering allows it to be highly adaptable to the changing needs of industrial clients.

DSK operates from two comprehensive workshop facilities (1,600 and 2,100 sqm) for machining, sheet metal and heavy fabrication, employing a progressive team of knowledgeable project engineers who serve clients throughout New Zealand and overseas.

The company’s versatility is the key, as DSK can fabricate products out of a wide range of metals requiring precision cutting, folding, welding and glass-beat blast polishing. Its team scopes every project with its clients to identify critical factors, such as standards, delivery dates and expenditure.

“We use precise processes through the project lifecycle to ensure we achieve the quality standards our clients have come to expect,” says director Shane Kerrisk.

“Computer-aided design ensures accuracy and repeatability in short and long product runs.”

DSK also provides a full maintenance, installation and breakdown service to all customers, including shift cover. “We provide a backup service to maintenance teams.

They’re always refining their lines and looking for improvements, and with new products coming through they need a line to run it,” Kerrisk says.

“We’ve also done some plant relocation projects for Heinz, where we’ve gone over to Australia and dismantled existing lines and then installed them here in Hastings.”

He believes his company’s high level of experience with health and safety requirements and hygiene issues is a major advantage for DSK’s customers.

“Equipment has to be designed so it’s easy to clean. There’s nowhere for anything to sit that can’t be seen and cleaned easily.”

DSK Engineering can help New Zealand industry find solutions to problems. Its core work includes:

Industrial Automation Specialists www.crossmanrichards.co.nz | Phone. 06 873 4238

Crossman Richards has a highly focused team of automation engineers and electrical designers with extensive experience in software development, electrical engineering and robotics.

The suite of services Crossman Richards offers has expanded as a result of a strategic partnership with DSK Engineering.

Our deliverables now include robotics, turn-key mechanical and electrical automation solutions and machine safety solutions.

This has been a successful initiative and together we are highly competitive in the robotics solutions and machine safety sectors.

DSK Engineering does a lot of work for the wine industry, including catwalks and architectural work

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Leading the way

Maintenance and backup support

Manufacturing DSK has the capability to handle a range of work from small projects to whole plant relocations. Its experience across a range of industries has given it the ability to find unique solutions for clients, sometimes requiring left field thinking.

DSK manufactures architectural stainless steel fittings for industrial, commercial and residential applications, working equipment and tanks.

Wine industry DSK has developed a range of products specific to the wine industry, from maintenance parts to complete laboratory and winery fit-outs. It creates drains, fermenters, walkways, stairs, chutes, hoppers, bottling lines and process pipework.

DSK also has the ability to alter existing equipment, engineer replacement parts or make new items.

Automaton and robotics DSK undertakes the design and delivery of automation and robotics components for industrial installations, increasing efficiencies, reliability and repeatability. DSK can also incorporate robotic solutions for a variety of applications from heavy lifting to dextrous repetitive roles which are potentially harmful or onerous for people to perform.

Food processing DSK has a long history working with clients in the food processing industry. It recognises that many operations are 24/7 and require the same from their engineering and maintenance service providers. As well as building new installations, DSK relocates plants, and maintains and repairs machinery and equipment used in the food processing industry.

Meat processing DSK Engineering’s knowledge of food processing means it is well suited to the strict requirements of the meat processing industry. The company understands how raw materials pass through the production process to a finished packaged product ready for distribution.

All equipment constructed for the meat processing industry considers hygienic manufacture, water containment, worker health and safety, and ease of cleaning, maintenance and operation.

FlexLink DSK Engineering has the agency for FlexLink conveyor systems in the North Island. FlexLink sets the standard in plastic chain conveyor systems and has a wide range of conveyor system products and solutions.

ALL YOUR COMPANIES LASER CUTTING REQUIREMENTS Laser Dynamics and CNC Pro Cut can offer your business a profile cutting service with a wide range of materials and thicknesses ranging from 0.5mm to 300mm.

Phone: (06) 879 9795 Fax: 06 879 4670 Email: sales@laserdynamics.co.nz 1275 Omahu Road, HASTINGS 4175 50 | June/July 2014 www.centraltoday.co.nz

Goods & Services | DSK Engineering

Positive working relationships DSK Engineering has developed a strategic partnership with Hastings company Crossman Richards, an automation and electrical engineering specialist.

Shane Kerrisk says the three year relationship means his company can provide a turnkey mechanical and electrical automation solution for industrial installations, including robotics.

This collaboration has allowed both companies to be highly competitive in the robotics solutions sector.

“Customers don’t come to us to provide an engineering solution and then go to someone else to provide an automation solution.

“The benefit to the customer is that it’s one point of contact for the whole solution. We can do the full mechanical design and provide the layout and drawings and give them a scope to show them how it will work. It’s working very well.”

DSK Engineering has the North Island agency for FlexLink conveyor systems

Innovative wind machine DSK Engineering has helped develop an innovative Tow and Blow portable frost protection system for the horticulture and agriculture industries.

Tow and Blow is the first truly portable wind machine and offers many benefits over other stationery wind machines.

“They’re quite unique. Other people are building stationery units and have tried to adapt them onto a mobile trailer, but they’re pretty heavy and cumbersome,” Kerrisk says.

The portable Tow and Blow machine, built by DSK Engineering

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DSK and Crossman Richards have also been involved in some key guarding projects as well, which must adhere to strict health and safety requirements. “There’s quite a bit on the automation side that has to be taken into account when you’re guarding a particular machine,” he says.

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“We’ve done some robotic palletising and full automation jobs where the customer comes to us with a problem. They want to reduce their overhead with staff and install a palletising line.”

“These Tow and Blow machines have a shroud on the fan, which makes it a lot more efficient and quieter. Most standard wind machines are ugly and noisy and cost a lot of money to install, and you need a building permit for them. Ours can be put away when you aren’t using them. They’re not fixed and you don’t need a permit.”

The Tow and Blow is a portable and extremely affordable wind machine, which is highly effective in combating freezing temperatures, or frost, as well as soaring temperatures and the associated sunburn in plants.

It is a highly adaptable wind machine that can be used in valleys as well as hilly terrain, and it can be easily relocated – so it protects trees, vines and any horticultural or viticultural crop against frost burn in the most challenging environments.

Tow and Blow approached DSK Engineering two years ago with the concept of the mobile wind machines. The DSK team took the prototype machine Tow and Blow had developed and from this both companies adapted a production model.

Kerrisk says the Tow and Blow has been adapted for use in feedlots as a portable evaporative cooling and ventilation system.

Water emitted from fine nozzles spraying in front of the fan produces a rapid drop on temperature.

“Tow and Blow is selling the units all over the world. They’ve been sent to Chile, Germany, the UK, America and Canada. We’ve sold more than 100 units”. CNT

A robotic palletising system, which takes individual trays and boxes and palletises them in various configurations

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Square fermenters built by DSK Engineering for Craggy Range. The square fermenters, used for producing pinot noir, offer the most volume in the least amount of space

DSK Engineering Limited 510 Coventry Road Tomoana Hastings T (06) 872 7033 E info@dsk.co.nz www.dsk.co.nz — Advertising Feature

P P P.P.S. Industries Limited S METAL FINISHING SPECIALISTS ABRASIVES-POLISHING-PLATING-ENGINEERING SUPPLIES

PPS Industries are proud to be associated with DSK Engineering.

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(06) 872 7033

• www.dsk.co.nz • info@dsk.co.nz • 510 Coventry Road, Tomoana, Hastings www.centraltoday.co.nz June/July 2014 | 51

Goods & Services | CD Contracting Welding Services

The welding experts Keeping your machinery operating is critical to any forestry or farming business, something CD Contracting Welding Services in Tokoroa is committed to achieving.

CD Contracting provides welding and fabrication services to South Waikato businesses, with a large amount of its work involving the forestry and farming sectors.

The business is owned by Craig Drower and Heather Finlayson-Drower, who deliver a top quality job every time.

Staff can weld steel, stainless steel, plastic and aluminium and will repair just about anything.

“We do ongoing maintenance and emergency callout work for the forestry and farming sectors. We’re all ticketed welders and we’re available 24/7 for emergency breakdowns.”

Servicing South Waikato industry CD Contracting breakdown services involve a wide range of forestry and farming businesses, as well as other commercial operations.

It can fabricate almost anything out of steel, stainless steel and aluminium and will help customers develop a product to suit their needs. “We’re doing a lot of work for the South Waikato District Council recently making turnstyle and kissing gates,” Drower says.

“They’re to allow public access but to keep the stock in.”

CD Contracting also does a lot of general maintenance work for other large operators, including Fulton Hogan and the Rouse Group in Tokoroa.

A range of capabilities CD Contracting is a specialist welding company servicing residential, commercial and industrial customers throughout the South Waikato. Its capabilities include: • COF repairs LT400 • MIG, TIG and ARC welding • Fabrication • Site installations • Stainless welding • Aluminium welding • Truck and trailer repairs • Onsite welding • Two mobile welding units • 4.2 metre brake press • Fibre glassing • Plastic welding • Repair and maintenance • Heavy earthmoving repairs.

CD Contracting Welding Services in Tokoroa

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It offers a full range of welding services and has the capacity to take on anything from small domestic jobs to large commercial projects. Its onsite welding services can cater to trucks, heavy machinery, agricultural machinery and more.

“We do repairs and maintenance to cow sheds and farm equipment using our two fully equipped service vehicles. We do repairs on boats including alloy and fibre glassing,” Craig Drower says.

“

We can panel beat and spray paint your machines.

Our customers come in here and we do all the maintenance on their machines plus panel and paint. They go out the door looking like a brand new machine.

- CRAIG DROWER

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Total maintenance CD Contracting Welding Services provides a complete turnkey service to customers including panel beating and painting.

The Tokoroa company operates out of a large five-bay workshop in Mannering Street, which features a big truck spray booth. “We’re a one stop shop; we do a lot of painting work,” Drower says.

CD Contracting Welding Services 10 Mannering Street Tokeroa Waikato T (07) 886 5555 M 021 144 6602 E cdcontracting@vodafone.co.nz www.cdcontracting.co.nz — Advertising Feature

“We can panel beat and spray paint your machines. Our customers come in here and we do all the maintenance on their machines plus panel and paint.

They go out the door looking like a brand new machine.”

CD Contracting has a stir bank for mixing paint systems and can make up just about any colour in the world.

High quality workmanship is a focus on every job CD Contracting completes.

The company has the skills, experience and qualifications to get the job right the first time.

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www.centraltoday.co.nz June/July 2014 | 53

Hospitality | Angelsea Motel & Conference Centre

A slice of tranquillity close to Hamilton’s heart “As a first time customer I was tremendously impressed.”

This comment is just one of the many rave reviews Anglesea Motel and Conference Centre has received from its visitors.

The happy customer, who shared this review on Booking.com, goes on to say they “… arrived on a hot day and was welcomed with a complimentary cold drink and a welcoming smile. The room was large and had all that anyone could want for a stay. Would certainly stay there again.”

This is a pretty impressive accolade for the new owner of Anglesea Motel and Conference Centre, Marc Amarasekera, who has been in the new job for less than a year.

Marc admits the new position has been a continual learning curve and improvement process, one that he plans to continue by building on the motels impressive history, growth and standards.

The Motel was established some 15 years ago by Don and Gillian Jenkins. When it first opened there were just 16 units, but this has grown to 42 units accompanied by a conference centre.

Accommodation options include: Anglesea Motel can cater for every occasion and every need. Melt away the stresses from your day in one of our luxury spa bath studios. Or, finish your day’s work in the executive suite. Whatever your needs they can accommodate you.

• Shower studio • Studio spa • Executive room • One bedroom unit • Two bedroom townhouse • Three bedroom townhouse.

Marc may be new to the industry but it is clear he is a natural. He says his success can be pinned down to something very simple.

“Listening to guest feedback and then acting on it.”

This simple way of operating business has won him valuable repeat customers.

“When we have guests return to use us over and over again whether it is for our conference facilities or our accommodation, then we know that we are on the right track,” he says.

There have been three owners during its years with Marc taking over ownership in July last Accommodation year. He says he was inspired to take on a new challenge and buying the motel was the Anglesea Motel and Conference Centre offers a range of quality accommodation options perfect opportunity in an industry which is with all the facilities a guest could possibly growing steadily in Hamilton. ask for.

He says interacting with his guests is the most The beautifully appointed motel is located on enjoyable past of the job. “We have such a the peaceful, tree-lined Liverpool Street, set variety of people stay with us from corporate back from the road in a tranquil leafy green clients to overseas tourists and families. It setting offering a sense of calm that simply is enjoyable helping people grow to love can’t be found on the bustling Hamilton Hamilton and all the wonderful things we ‘motel mile’. have to offer.”

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While the motel may feel miles away from the city, it is central to Hamilton’s Founder’s Theatre, Waikato Stadium, Seddon Park and the lively Hamilton City Centre.

The spacious 42 unit complex facilities are second to none in the city with a vast array of perks including spacious rooms, plentiful parking for cars and trailers, guest laundry, Sky television, outdoor swimming pool, complimentary Wi-Fi and full use of the tennis courts and squash facilities, just a one minute stroll down the lane.

Choose from five options from the continental, topped toast or a good hearty cooked breakfast, you decide.

They can also serve it “extra early” so if you are wanting a early check-out you can still enjoy the most important meal of the day

Packages include: • Golf package • Wedding package

• Cloth towel dispensers • Floorcare services

“We pride ourselves on offering quality, affordable packages to ensure you get the most out of your stay,” Marc says.

• Honeymoon package

• Managed First Aid Systems

Breakfast is taken care of for you at the Anglesea Motel with the new breakfast form.

• Guys weekend escape.

Greeting mats, safety message mats, corporate logo mats, anti-fatique mats and workmats

• Family pack • Girls weekend escape

Call us on

0800 227 368

or Book online now!

Proud suppoters of Anglesea Motel & Conference Centre Bar open: Mon - Sun 4pm - late List a table: (07) 839 3005 Cafe open: Sun - Thurs 5pm - 10pm, Fri & Sat 5pm - 11pm 185 Victoria Street, Hamilton 54 | June/July 2014 www.centraltoday.co.nz

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Hospitality | Angelsea Motel & Conference Centre

Conference facilities Anglesea Motel has corporate conferencing facilities, located onsite with professional service.

“Our conference guests benefit from a personal host, to meet all their conference needs and complimentary tea and coffee on arrival always hits the spot.”

When you book your next conference with Anglesea Motel and Conference Centre you are guaranteed it will be a success. They have all of the equipment and facilities you need to take the stress out of organising your event.

On offer are the catering requirements to meet all of your needs, generous off-street parking, discounted accommodation and conference packages, discounted rates for 2/3 hour hires and evenings and your choice of three different rooms.

What you get with your conference booking: • Tea and coffee on arrival • Water and mints on the table • Whiteboard

“

In their words “Lovely clean room, a lot bigger than other places I have stayed. The bed was comfortable and they have super friendly staff. Loved the spa bath and the fact that it was so close to town. Having use of the gym was an added bonus. We will definitely be staying again.”

- Trip Advisor

“As a large extended family group in town for a wedding we stayed in one of the apartments. We found it very comfortable with plenty of room for everyone to relax in. The facilities are almost like being at home, making it easy to eat in if you want to. With a supermarket just across the road it’s convenient. The staff were mostly helpful and seemed keen to ensure that we had a lovely stay.”

– Trip Advisor

• TV/DVD player • Wireless Internet • Data projector in main conference room and townhouse.

Pick a package Marc says the main challenge in the Hamilton accommodation industry is changing visitors mind sets about the city.

He says many people view the city as somewhere to visit for the day rather than being a destination to stay overnight, or even several days.

The city’s accommodation providers are working with the local regional tourism board to change this view.

But Marc has taken the initiative and is going one step further to entice visitors into

”

the city for a getaway with weekend package deals. There is a range of packages on offer to suit everyone’s tastes and budget, they all offer great deals on accommodation and include vouchers towards fun activities in the city.

The Anglesea Motel has teamed up with Waikato’s Golf Courses to create the popular golf package. For just $85 a night per person you get to enjoy the city’s best accommodation at night and have your pick of any one of the region’s golf course during the day.

Courses include St Andrew, Cambridge, Waitomo and more. “Our Play and Stay Golf package is the most extensive in the Waikato, with over 14 courses to choose from there is somewhere to suit everyone,” Marc says.

“

High achievers Marc is pleased to celebrate one year in business and is excited for the bright future of the motel which is only set to improve.

In their words The Anglesea is turning heads with impressive rave reviews from large number of guests.

“We had a group of 25 - Senior College boys, staff and parents. We were pleasantly surprised to find one of the town houses I had booked was upgraded to the Conference Townhouse.

“This was perfect for our needs - with extra space and so lovely to have a dishwasher!! I wasn’t expecting it - but it made our self catering - with extra dishes and platters for serving up food, so much easier.

“Having the supermarket just across the road was fantastic. We had a brilliant time - having the space to be together in the conference centre.”

- Wendy Rozenberg

”

“We are currently renovating and upgrading our existing rooms and looking into how we can offer more facilities to our guests. Our main goal is to be the best motel and conference centre in the city,” he says.

With his unwavering drive to please guests and make their stay the best it can be makes it obvious; there is only one accommodation option for your next stay in Hamilton. CNT

Anglesea Motel and Conference Centre 36 Liverpool Street Hamilton T (07) 8340010 E reservations@angleseamotel.com www.angleseamotel.com — Advertising Feature

From our studio rooms, one bedroom units to our three bedroom townhouses, the choices are endless.

PH

07 834 0010 | FAX 07 834 3310 | reservations@angleseamotel.com | www.angleseamotel.com www.centraltoday.co.nz June/July 2014 | 55

Hospitality | The White Swan Country Hotel

Greytown’s grand old lady It may well have been a case of Humpty Dumpty for The White Swan Country Hotel in Wairarapa when a relocation incident in December 2002 saw part of its building flirting with fatality after almost tipping over on the edge of a hill.

Thankfully, the rogue piece was saved and guests have been enjoying the fully restored, magnificent hotel residing on the 125 year old Main Street of Greytown.

The development of one of the most recognised hotels in the Wairarapa was completed by a company called Greys Inn and opened in October 2003. Owner Rob Slater purchased the hotel in October 2005 and it now has a high rate of repeat business, including a following of loyal locals who treat the hotel like home, much to the delight of Rob, who has worked in hospitality on and off for 20 years.

Hotel from the outside

The Heineken Bar New Evening Experience One menu with all the favourites.

You choose where you sit.

Available from midday.

Twenty Dollar Tuesdays Enjoy any stone grill meal for just $20.

Available from 5pm - bookings advised.

“I have managed to grow the turnover of the hotel by over 30 percent since I purchased it which, given the tough economic environment over the past few years, I think is quite some achievement,” he says.

Two for one Wednesdays Order two casual mains and only pay for one! Available from 5pm.

“I love the people contact, interacting with guests and having a bit of a laugh makes the days fly by”.

One of the finest establishments in the Wairarapa, The White Swan features seven luxury suites, each one with a unique design inspired by destinations and styles from around the world which make staying here so special.

The Swan has been a national finalist (top three in the country) for six out of the past seven years for the Hospitality Institute of New Zealand.

Seafood Thursdays Pop in and enjoy the freshest seafood in the Wairarapa. Available from 5pm.

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people’s trust and get them to have faith in the hotel again. Daily challenges are the ever increasing cost of food and the increasing cost of compliance, thanks to the Government.”

Hotel guests can choose from a superb menu which includes casual modern twists on bar food, stone grill dining and an a la carte “I was not aware, but when we purchased the evening menu. Stone grill meals offers a hotel eight and a half years ago it had a pretty unique interactive dining experience where meals are cooked at the table on hot natural average name for its food and service to say the least. It took a good 12 months to gain volcanic stones.

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“All food is made here at the hotel with the freshest ingredients that we can possibly source; we simply do not believe in buying in ready-to-go type products.”

The White Swan is not only a place for resting your weary head or quenching your thirst at the Heinekin bar, the hotel is also a popular venue for weddings, conferences and birthday celebrations.

Feel free to talk to one of the friendly staff to discuss your wedding requirements, or perhaps check out its wedding pack on the website, which contains most of the starting information you may require.

Get yourself down to a well presented country hotel which is warm, relaxing and inviting. Not to mention staff who listen to their customers and go through extensive training to ensure customer satisfaction. Nothing delivers more than The White Swan Country Hotel.

Purchase any drink during happy hour and spin to win!

Available Monday – Friday 5-6pm.

2 for 1 Heineken Start the weekend in style with ‘2 for 1’ Heineken’s at the Swan. Available every Friday from 5-6pm.

Opening Hours Monday – Friday 12pm till late Saturday – Sunday 8am till late The White Swan Country Hotel 109 Main Street Greytown Wairarapa T (06) 304 8894 E info@thewhiteswan.co.nz www.thewhiteswan.co.nz — Advertising Feature

Hospitality | Foundation Bar Kitchen Lounge

The foundation of good food and great service Hearty food and friendly service is guaranteed at your local – Foundation Bar Kitchen Lounge.

“Hospitality isn’t just a job, it’s an adventure and I love it,” he says.

Paul managed the famous Cock and Bull Hamilton since its inception in 2004. His next step was to join forces with the former owners of the Cock and Bull to open the Foundation in August 2011. The second restaurant under Paul’s watchful eye has become a firm favourite among the locals serving up class A comfort food.

“You can only do this through working together as a team, wheather it be front of house, chefs and even kitchen hands.

If one fails we all fail, communication and preparation is key and there is no better feeling when you get this perfect.”

With the Foundation imbedded as the firm favourite in town Paul is understandably excited for the future and as such is “always looking to improve and develop among a team that care about each other”. CNT

“We serve breakfast, lunch and dinner and have a range of options from casual platters, tapas style dishes and a large a la carté menu, plus extensive gluten-free options,” Paul says.

“We have a large conservatory area which can seat up to eighty people for a sit down dinner, we also have the ability to turn this into a casual drinking and work function area, perfect for birthday parties.”

Teamwork Its great reputation in Hamilton means the restaurant is often a hive of activity serving large groups of people nightly.

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He says his strong team can be credited for the restaurants good name.

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“My hospitality experience has always been in high volume large food operations; there is no better feeling than getting through a big dinner service knowing you have got the job done.

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Foundation Bar Kitchen Lounge Maahanga Drive Te Awa Hamilton T (07) 849 2311 E admin@foundationbar.co.nz www.foundationbar.co.nz

Paul says no matter how busy it gets, each and every customer receives personalised service from the friendly staff and quick delivery on their meals. “What sets us apart is we have the ability to deal with large groups of people in a short time-frame.”

“The team are the most important part of any business. You could have the best fit-out, menu and systems and process, but if you don’t have a solid team and good communication you will fail,” he says.

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From the get go, three years ago, the Foundation Bar Kitchen Lounge promised to deliver the best dining experience in town thanks to its owner, Paul Gibson’s roots firmly imbedded in the hospitality industry.

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Crafting beers & ciders since 1995 www.hbib.co.nz www.centraltoday.co.nz June/July 2014 | 57

Landscaping | Terra Firma Landscapes

A passion for landscaping Beautiful landscaping provides the finishing touch to any new or existing home, and can increase its value and appeal.

This means Bay of Plenty homeowners are extremely fortunate to have Terra Firma Landscapes on their doorstep. The company has transformed hundreds of ordinary backyards into beautifully designed and landscaped spaces.

Hammond takes great care in ensuring he understands what each home owner wants and needs from their environment.

He gets to know their hobbies, passions, characters and tastes in order to make sure he gets it right.

Terra Firma Landscapes was formed18 years ago by owner Paul Hammond, who developed a keen eye for landscape design when he was just a child landscaping his mother’s garden.

High-quality residential work

Terra Firma Landscapes is focused on servicing the Bay of Plenty and Rotorua Lakes residential landscaping market.

“I’m meticulous about everything. I offer absolute attention to detail and I try to think of every little problem we might encounter and solve it,” Hammond says.

Terra Firma Landscapes in the Bay of Plenty undertakes a full range of landscaping services, including fencing

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Terra Firma Landscapes takes care of the total job, from the bare site through to the completed project. Landscaping isn’t just the pretty stuff; it also involves fencing, driveways, paving and retaining walls, as As a teenager, Hammond spent hundreds of hours after school working as a garden boy for well as an overall theme. a professional landscaper.

He works with a team of subcontractors, plumbers, electricians and excavators, He formed his own business in his early 20s and has now established himself as one of the most of whom have been with him since Bay of Plenty’s most sought-after landscapers. he started out in business. They clear and prepare the site and carry out the full Hammond has a passion for landscaping provisions for lighting, water features, and gardens, as well as a natural gift for rock placement, cobblestone paving, envisaging the completed work of art. timber features and completed gardens and driveways.

“We do the whole package from the initial consultation to cleaning the windows before we leave. My clients know exactly where they stand from the word go. They receive a written proposal down to the last cent.”

Hammond loves his work and gets a great deal of satisfaction out of making people happy. His work not only enhances his clients’

living environment, but also increases their home’s resale value and appeal.

“When you decide to put the property on the market, the landscaping will place it into a league of its own,” he says.

“It will be appealing on the market; it will get snapped up faster than something that is drab and you won’t have to reduce your price.’’

Revegetation work Terra Firma Landscapes is heavily involved in cleaning up Bay of Plenty waterways through its revegetation work.

The company has been working closely with the Bay of Plenty Regional Council for the past seven years in an effort to improve and protect the environment around streams, rivers and lakes.

Treeline Native Nursery

Terra Firma Landscapes has been doing a large amount of revegetation work for the Bay of Plenty Regional Council

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Beautiful landscaping will enhance any home

Terra Firma Landscapes specialises in: • Landscape design • Cobblestone paving

Ph. (07) 332 3313 E. info@treelinenursery.co.nz

• Fencing • Decks • Retaining walls • Revegetation projects • Full developments.

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terrafirmabop.co.nz 58 | June/July 2014 www.centraltoday.co.nz

Paul Hammond says farmers are becoming increasingly aware of the need to protect waterways on their farms and are fencing areas of land alongside waterways in an effort to keep stock out.

Terra Firma Landscapes has been planting those fenced areas with native plants, which helps improve water quality. “I’ve probably put in about half a million trees over the past few years.” CNT Terra Firma Landscapes PO Box 282 Te Puke Bay of Plenty T 0274 923 161 E paul@terrafirmabop.co.nz www.terrafirmabop.co.nz — Advertising Feature

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