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Viewpoints | Marketing/Governance

How to create success in international markets Lee Retimana is managing director of Muritai Marketing, where the science of marketing underpins everything they do. Visit www.muritai.com

If there is one thing that sets Kiwi businesses apart – it’s the smart way we have of finding innovative, effective and efficient ways to get results. While many businesses operate very successfully here on the number eight wire model, people overseas don’t understand that our determination and spirit enables relatively small companies to produce really big results. To be taken seriously in international markets, it’s appropriate to create a formidable presence – this will help with the perception of credibility in the much larger markets you want to compete in. Testing export waters can be scary. I’ve helped many businesses gain success offshore and know it requires a combination of a smart strategy, an understanding of your end buyer, the savvy use of technology and having a brand story that will open all the right doors. And this can all be done in cost effective, results driven ways. How? It’s simple. There is one thing that underpins everything I do and that’s the science of marketing. It’s the tried and tested research, theory, validation and insight that separate good marketers from great ones.

person, then you will capture the audience you are aiming for. And the story is vital. Telling it is can be more challenging. Again this is where the science of marketing comes to play. You need to identify and understand the channels available, the strategy and tactics you will use and how your story fits into the bigger picture. What is the deep desire and need your product fulfils? Breaking down time and distance New Zealand could not be further away from most marketplaces. Breaking down the distance can be expensive. Fortunately, technology is on our side, but again it’s not about just having a web presence, it’s having a strong online strategy that incorporates many tactics. Your strategy has to be strong – you need to be very clear about how you will find, engage, connect and sell to your potential customers. You can’t easily do this face to face so you need to understand how you use technology and existing channels to achieve this in meaningful ways. If you are getting the messaging right and doing it well, you will start to establish a formidable presence and credibility in the market you are entering.

But, remember – reputation is king, no Entering foreign markets requires even greater matter what part of the world you are in. Technology allows us to communicate with clarity and certainty around your objectives. far away markets, so make it and social To get you the best results at the best cost, media your friend… use all the tools at your you need to do a lot of market validation disposable in a strategic way to help build and be very clear on what results you are expecting and how much money you have to your brand. achieve this. Top marketing tips for export markets The ultimate result is that when you and • Have a strong strategy that links directly to your products arrive in the overseas your business goals marketplace, you are not a stranger. You • Validate your market, channels, need the right people, the influencers in that competition and then research some more sector, to already know who you are and want to meet you. • Know exactly who your ideal client is – know what motivates them Connecting with the right people means first identifying who they are. Doing this is not a • Develop and tell and powerful brand story vague exercise. We hone right into exactly • Engage with influencers in the market you who this person is and what drives them to are trying to enter get out of bed in the morning. This is the person you have in mind as you develop • Make social media and technology your brand story. If you can speak to that one your friend.

Can you sell? If so, we want you ! 8 | July/August 2013   www.canterburytoday.co.nz

Ever-changing employment law on the move again David Lowe is the manager of employment services at the Employers and Manufacturers Association. Visit www.ema.co.nz

The most significant change in the employment arena in New Zealand in the past 100 years was arguably the introduction of individual employment agreements brought about through the Employment Contracts (later the Employment Relations) Act. Law changes often reflect changes in society and industry and with new employment law later this year, businesses can expect a further rebalancing in the workplace - in their favour. Amendments introduced to Parliament recently propose changes to collective bargaining, restructuring and the Privacy Act, meal and rest breaks, vulnerable workers or ‘Part 6A’ (of the Act), flexible working hours, the starting-out wage rate, strikes and lock-outs and the Employment Relations Authority. That’s a big list and the changes will enable businesses to adapt more quickly to changing market and business conditions, preserving jobs and their very survival. For example, currently making changes in unionised workplaces can be held up for no good reason and to the detriment of employees and the business in the longer term. A change being proposed will allow employees a choice about whether they should join a union and take on union negotiated conditions, or negotiate their own employment terms and conditions. Already, since May 14, the law requires all unions to hold a secret ballot of their members before striking. A majority must be in favour of striking before strike action can proceed. The secret ballot requirement does not apply if employees have reasonable grounds for believing the strike is justified on the grounds of safety or health. Furthermore, the changes coming to workplace health and safety are sweeping and will require attention and resources

from business. For example, a new emphasis on occupational health aims to prevent exposure to a health risk in the workplace. A completely new OSH law will be put in place to ensure everyone takes the issues far more seriously and to impose deterrent penalties. More training is likely for all managers, not just those responsible for OSH. Directors’ liabilities for health and safety breaches are also under discussion. Of course things don’t always turn out well in workplace relations: employees continue to take personal grievance cases to the Employment Relations Authority and sometimes these escalate to the Employment Court. The EMA measures the number and outcomes of these cases and reports on them publicly each year. We are pleased the statistics continually prove our members, who have access to daily employment law help at no charge, plus seminars to update them, are more likely to succeed in defending a personal grievance claim than non-members. EMA members succeed in two thirds of cases compared with non-members who succeed in much less than half of their cases. On top of that our members pay legal fees on average $5000 less. This year we also decided to ask our members which payroll system they preferred, and why. The results showed they mostly wanted a system that kept them compliant with the law, was simple to use (while of course ensuring staff were paid on time and accurately), and not too costly. An addition to payroll since May has been the starting out wage, to be paid to 16-19-year-olds in certain circumstances, for the first six months in a job. It stands at 80 per cent of the minimum wage, with the latter at $13.75. Without an incentive, an employer with a choice between an experienced and an inexperienced worker will choose experience every time. While there is no silver bullet for creating jobs for young people, the startingout wage offers a vital first step up the employment ladder.

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Canterbury Today 120  

July/August 2013

Canterbury Today 120  

July/August 2013