Insight January 2014

Insight

JANUARY 2014

Branding your business 3

Future proofing their business 4

The performance gap 6

Leading the field on the coast 8

Contents

3 4 6 7 8 10 11 2

Branding your business Effective use of promotional products can pay dividends for your brand

Future proofing their business VetEnt bolsters its presence in the South Island

The Performance Gap Managing your organisations culture via performance

The easy way to fuel your business and save Managing one of your key business costs

Leading the field on the coast Retaining close community ties is essential to this family run business

Think you are too busy to exercise? Think again‌ Making time to look after yourself

Remote working; can your business thrive if your staff aren’t on the premises?

Taking the next step to benefit from remote working

Group CEO Comment

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Enquiries

For editorial or advertising enquiries and letters, please contact the Marketing Department on: Tel: 0800 787 256, marketing@ruralco.co.nz

News at Ruralco

Trusted co-ops working for farmers

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Classifieds

www.ruralco.co.nz

Group CEO Comment New Year, new regions for Ruralco The New Year has the Ruralco Card gaining momentum and coverage as its South Island roll out continues, and preparations are made for expansion northwards.

The exceptional support received from existing suppliers recommending Ruralco to other South Island businesses has done much to hasten the pace of our roll out from the Central Canterbury launch back in July.

It has also been aided by the co-operative’s considerable investment into technical and human resources at both a head office and regional level to ensure the smoothest possible launch of this exciting business opportunity.

The appointment of Jan McAra to the Otago & Southland region as Ruralco Partnership Services Representative in September has ensured Ruralco is firmly cemented into the rural service landscape of both regions.

Thanks to her experience in the Southland region as a Radio Advertising Manager, Jan brings an extensive network of contacts, knowledge and integrity with her appointment. Her understanding of the rural community and interaction with rural providers is a valuable asset not only for Ruralco, but for supplier businesses wanting to better understand how they can use Ruralco to improve sales turnover and customer satisfaction.

In the Nelson & Marlborough area, another familiar local face is also now part of the Ruralco team. Kelvin Harvey has spent many years working for British American Tobacco, and has taken on the role of Partnership Services Representative for the region starting late spring.

Like Jan, Kelvin has an extensive network within the region that is certain to see many Ruralco Cardholders visit and holiday this summer.

Here at head office in Ashburton we have boosted Ruralco’s strength to support our national aspirations to be the leading choice for a rural charge card. Late November saw the appointment of Ruralco National Sales Manager Anna Taylor, and our fuel expertise has been boosted thanks to the appointment of Don Joseph as our Fuel Account Manager.

Don reinforces Ruralco’s focus on delivering cardholders the best discounts on bulk fuel, and the extensive coverage offered with 370 Fuel outlets accepting the Ruralco Card nationally.

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…preparations are made for expansion northwards.

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Don and Anna’s positions in head office support the work of our long standing Partnership Services team that includes Nancye Pitt and Jason McKenzie. They are part of a support team tasked to meet the demands of running a national card network.

Meanwhile Ruralco is managing the staged rollout of the card, ensuring the system can handle the gradual ramping up of transactions and members through each phase of its national growth.

A key part of that growth involves you, the supplier, as we continue to build up supplier relationships with local businesses. It is a core value of Ruralco to work with the businesses forming the foundation for rural communities in every region.

While relationships have been formed with a select few national chains, including Mitre 10, it is Ruralco’s intent to avoid taking a route that has it aligning with single multiproduct suppliers in the way CRT-Farmlands has done with the Warehouse.

We are sure our loyal suppliers and aspiring suppliers alike will appreciate the commitment and value we place on their business within the Ruralco family.

Early feedback from cardholders and suppliers alike suggests we are well on the right path with Ruralco, and we are very optimistic about the place Ruralco will earn within New Zealand’s farming and business community.

This is buoyed by the positive prospects for the agri-sector in the coming calendar year.

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Neal Shaw Group Chief Executive INSIGHT // JANUARY 2014

Branding your business

By Warren Williams

What is a brand?

At its most basic level, a brand is a unique identity. It is a short-hand way the public thinks about what you do, produce, provide and sell. Brands are more than names or logos.

Brands are as much a way of doing business as they are reputation or identity. The brand promise—who are we and what we stand for—is an expression of a company’s vision in its simplest form. It acts as a unifying force across all parts of the organisation, no matter how large or small.

If the brand has enough strength and excitement it will give your team a sense of identity and pride, a feeling of belonging and makes them feel positive about their work.

This encourages staff to be a team, and to behave in a way to do their best for the customers.

People who work in strongly branded companies understand what the company is promising, because the promise is seen to be actively promoted internally. Every time representatives see their brand presented in advertisements, marketing literature or billboards, it builds their self-esteem and reminds them of the promise being made to customers.

Wearing branded clothing develops a team environment, develops pride in the brand and reinforces the company promise. It creates an identity around the people, encourages staff to take responsibility as they represent the brand. It helps customers know who to talk to for advice and assistance in your store.

Today traditional forms of media have become cluttered. Think how many newspapers and radio stations are in your area all trying for your advertising dollar. Branded promotional products reduce this clutter and outperform other forms of advertising in cost, reach and recall. It’s a more targeted method and normally directed at existing customers. This in turn helps to increase their overall spend with you and builds loyalty hence giving you a better ROI.

Reach and recall: •

71% of business travelers surveyed reported receiving a promotional product in a 12 month period.

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33.7% of this group had the item on their person.

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56% of people kept their promotional product for more than one year.

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76.4% said they kept their promotional product because it was useful.

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76.1% of the respondents could recall the advertisers name on the product.

How effective are promotional products in staff retention, motivation and brand interest?

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75% of Human Resource Managers surveyed are using promotional products in recognition programs.

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72% of Marketing and HR Managers say that promotional products are very effective in motivation and retention of staff.

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100% of advertisers said that adding a promotional product returned a favorable response to their campaign.

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69% of advertisers said promotional products increased brand interest and 84% said it created more favorable impressions of the brand itself.

Research shows that: •

52% say their impression of a company is more positive after receiving a promotional product.

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76% recall the name advertised on the product.

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55% keep the item for more than one year.

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Nearly 50% of recipients use them daily.

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52% of people do business with a company after receiving a promotional product

INSIGHT // JANUARY 2014

Branded Promotional Products should be a part of your marketing mix. Start with Apparel, it looks professional and introduces your company immediately to your customer. A simple Polo Shirt for your team with your brand on it can cost as little as $20 branded or a jacket around $60 branded depending on the style you choose.

Dozens of low priced branded products are available to use as give aways and just to say “Thank You” for your order, or to say “sorry for the mistake” or “we’ll make it easy for you to find our phone number”.

Other areas of use are: sponsorship in sports, community, schools, teams, staff functions; conference support as sponsorship and branding reinforcement for Field Days and A & P shows; Staff incentives to increase the sales through your team; and using a product as “added value” which encourages your customers to buy more of a product type without giving a discount.

Call Image Solutions Promotional Marketing NOW on 0800 10 24 10 or email sales@imagesolutions.co.nz to learn more.

Warren Williams, Owner Image Solutions

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Future proofing their business

By Annie Studholme

VetEnt (Veterinary Enterprises Group) has bolstered its presence in the South Island with the recent acquisition of a further five clinics, previously Pet’n’Vets. The move not only further endorses its commitment to the companion animal market, but upholds the very principles it was founded upon more than 40 years ago.

Started in Te Awamutu in the early 1970s by a small group of veterinarians looking to capitalise on the expertise of a wider range of individuals, increased knowledge sharing, a greater pool of resources, and superior buying power, VetEnt has grown to become New Zealand’s largest veterinary group.

From the outset, providing exceptional service to clients has been central to VetEnt’s core values. Focus is placed on client relationships and added value to the farmer through its experienced vets, qualified, passionate vet nurses and front staff, all equipped with the latest technology, equipment and knowledge. Its shared system efficiencies, senior consultants and high level of ongoing training ensure all VetEnt personnel are at the forefront of the latest vet practices.

VetEnt places a huge importance on professional development and is also one of the few that offers a dedicated Graduate Support Programme which is offered to

all first and second year post graduation employees to provide them with the skills and confidence to excel, as well as actively encouraging graduates to return to New Zealand.

With the changes in the veterinary profession to a more female dominated career, VetEnt is also better placed to deal with the inevitable pregnancy and part-time requirements as vets take time out to raise a family and widely promotes a healthy work-life balance.

“We are very proud of our investment strategy. We now have 30 shareholders, all of which are employees of VetEnt, but not necessarily veterinarians. And they are all committed to our business and share our core values,” explains co-founder and chief executive John Harrison.

Each clinic is run as a separate entity by a clinic co-ordinator, who is directly responsible to one of three regional managers (West Coast, East Coast and South Island) and ultimately the CEO. VetEnt started moving into the South Island about 10 years ago with the purchase of Riverside, Ashburton. With the addition of Christchurch’s Pets’n’Vets (CareVets) Ferrymead, as well as clinics in Mosgiel, Cromwell, Queenstown and the relocation of Ashburton’s dedicated animal team to VetEnt’s larger farm animal veterinary business at Riverside, the VetEnt portfolio now boasts 24 clinics across the Waikato, East Coast, Canterbury and now Otago, eight of

which are Ruralco Suppliers.

While VetEnt was principally built around mixed practices servicing the working dog population, the new Otago stronghold complements clinics across Canterbury, balancing the more farm-orientated clinics in South and Mid-Canterbury and throughout the North Island.

Until now, VetEnt has had a strong representation in the Waikato, the East Coast and in Canterbury, but not so much further south. The move into Otago complements Central Vets’ Alexandra and Ranfurly clinic’s decision to join VetEnt earlier this year, undergoing rebranding this month (January).

Harrison said there were many bonuses to be had for both parties from the move. “It’s a win-win situation and one we’re all very excited about.”

“Working as part of the VetEnt group means the clinics will be able to tap into a much bigger best-practice knowledge and resource pool, and pass that knowledge on to customers,” he said.

“But keeping the clinics local team and flavour is positive for VetEnt too. There’s much to be gained from retaining the local ownership, knowledge and talent. Customers like the reassurance of a familiar name and face when it comes to their pets, so this is a good move for everyone.”

Harrison said VetEnt takes a softly, softly approach to rebranding. “Usually we wait for the staff to ask. We don’t like to force change on anybody. We want to retain as much of

VetEnt Head Office in Te Awamutu

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INSIGHT // JANUARY 2014

the local identity as possible, with most of the changes occurring behind the scenes.”

Contrary to popular belief among the veterinary industry, VetEnt does not have a firm acquisition strategy. “We have no plans until people start actually coming knocking on our doors. In almost all cases we are approached by veterinary practices that believe we can add value to their businesses,” he said.

Pet’n’Vets part-owner Gabrielle Thompson saw joining VetEnt as the right move, looking at the potential growth that could be achieved by joining a larger group and the potential of large animal care being included in its clinics with the dairying growth in many areas around the South Island.

Set up as the small animal department of Riverside 10 years ago, Thompson and her business partner went on to launch a brand new practise in Ferrymead in 2008. That was followed by the purchase of clinics in Mosgiel, Queenstown and Cromwell, all coming under the Pet’n’Vets banner.

“It’s really exciting. VetEnt has so much to offer. It is great to be part of a much bigger team, not only because of the extended professional development opportunities and increased knowledge sharing, but right down to covering holidays,” she said.

All Pets’n’Vets clinics except Ashburton, which has already relocated to VetEnt Riverside, are operating from their usual premises with the same familiar faces now under the new partnership. The same standard and breadth of service that customers have come to expect will continue, including routine consultations, emergencies, dental services, pet food, worm/ flea treatments, vaccination and surgery. While Ashburton had experienced some downsizing, all other staff had been retained in the move.

Thompson has now taken on the role of VetEnt’s National Companion Animal Performance Leader, helping to train teams throughout the country.

With the endless changes in farming practises nationwide, VetEnt is constantly thinking ahead in a bid to future-proof the group going forward.

TOP: Juan from VetEnt Riverside MIDDLE: Stacey from VetEnt Gisborne BOTTOM: Mitchell from VetEnt Te Awamutu INSIGHT // JANUARY 2014

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The Performance Gap

By Garry Lund

While humans are complex, one thing we do know is that we all appreciate feedback and knowing that we are doing meaningful work that is actually making a contribution to the organisation that we are working in. I believe an effective performance management system can help this motivating effect.

Rather than debate the format and whether online is better than paper-based, the topic I want to focus in on is frequency.

The most traditional approach many organisations apply is the annual performance appraisal. After a year of little formal contact lets get together for a big event. At the same time we might set some goals for the year.

I can hear you say that’s good that means clarity… But the good work stops when the goals are tucked away for the next 12 months in changing work environments, only to surface again at the annual event.

Let’s explore frequency further. The first thing to consider is the performance cycle of the business. In the sheltered world of high performance rugby, the weekly game offers the unique opportunity to set week-by-week expectations for performance and apply week-by-week scrutiny and consequences for either great or poor performance.

The world of business is not quite as privileged in terms of limited distraction week to week but the principle is the same. If the organisation you are in produces monthly accounts then ultimately there is a monthly cycle of performance to review.

In the September issue of insight I wrote about the need for clarity. That little gem which actually takes more time than you could ever imagine but ensures that the work relationships that you have with your staff have an odds on chance of success.

So what do you do now? The next decision will have a big influence in terms of the culture that will prevail in your organisation.

One of the biggest levers or systems an organisation can use to shift performance is their approach to performance management.

Performance management is another one of those massive topics in the world of Human Resources that has much written about it. It takes on many shapes, sizes and formats with varying degrees of success. At its best it is a meaningful vehicle for feedback, performance improvement and personal development. At its worst it is a demotivating, ‘tick the boxes’ waste of time.

You know those culture survey questions when they ask how well is poor performance managed or is high performance recognized and rewarded.

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So rather than wait 12 months to review performance with an out of date job description, why not hold monthly one on one sessions with your team to check in on the expectations that have been set and apply some scrutiny on a more frequent basis.

The basic premise of performance management is very simple •

Set very clear expectations of what is expected

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Apply scrutiny

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Provide consequence

A good analogy on performance management and the question of how far you want to take is to consider these three statements.

Training to train Training to compete Training to win And then consider preparing for a team or individual sporting contest like a marathon or team triathlon.

If you are training to train, then the aim might be simply to complete the distance, not get injured and tick off the bucket list. If you are training to compete you are getting more serious and you want to ensure that you can run a competitive time and perhaps be in the top third??

If you are training to win an event, then consider what is required to achieve this, he sacrifices, the nutrition, the extra coaching, the huge amount of very specific and targeted training that has you peaking at the right time.

The very concept of winning requires massive commitment.

So what are your ambitions and how high is your desire to improve and shift performance?

If you want to win in your market then take a look at the current state of your performance discussions and reflect to see if they are at the right level and frequency to meet your ambition.

One of the biggest levers/systems an organisation can use to shift performance is their approach to performance management.

If you are serious about shifting your performance culture and pushing things along, then the more frequently you do this, the better.

By the time 12 months have passed, the big event becomes a no surprises review and it allows you to perhaps focus in on more development activity as part of the discussion.

On a monthly basis you can check in on progress to plan and accountabilities, check in on development activity; check that their current accountabilities are still accurate and also ask for feedback on your own work as a leader.

The best way to think about performance management is to see it as less of an event and more of a constant conversation that you are having with your team.

Garry Lund INSIGHT // JANUARY 2014

The easy way to fuel your business and save With more than 30 years’ experience in the oil industry, Don Joseph has joined the Ruralco team as the Fuel Account Manager. Don ensures an extensive network of service stations are available nationwide, making it easy for Ruralco Cardholders to fuel up throughout the country while also getting the best possible deals at the pump.

The Ruralco Mobilcard has access to the largest network of service stations and fueling outlets in New Zealand, ensuring your business a continuous supply of fuel. This network includes Mobil Petroleum, Allied Petroleum, Waitomo, and Nelson Petroleum (NPD) Service Stations, PakNSave and New World fuel outlets, and Truckstops, at which you will receive 9¢* per litre discount off the pump price when receiving your account.

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Save 9¢* per litre (GST inclusive) with no volume limits

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Have access to the complete list of service stations and fuel stops via the Ruralco website

Call Don today on 027 839 7351 or email don.joseph@ruralco.co.nz to organise Mobilcards for your business. *Discount is current as at 1 January 2014. Any change to this discount will be advised on the Ruralco website.

To ensure even more coverage, Ruralco has also included convenience stations located around the country where the Ruralco Mobilcard can be used, however no fuel discount applies at these stations (convenience stations are listed on the Ruralco website).

So by using a Ruralco Mobilcard for your business you will be able to:

Fuel is a key cost to any business and as a Ruralco Supplier you have access to the Ruralco Mobilcard for your business. Whether you run a single vehicle or a large fleet of vehicles your business can have a Ruralco Mobilcard for each and benefit from the 9¢* per litre (GST inclusive) discount off the listed price at time of purchase with no volume limits.

INSIGHT // JANUARY 2014

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Have access to the most extensive network of fuel outlets in New Zealand

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Monitor fuel spend by vehicle and set spending limits if required

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Have pin security

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Control purchases, petrol only, diesel only or all service station purchases etc.

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Have all purchases by individual card on one monthly account

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Access additional listed convenience outlets (other brands)

Don Joseph Ruralco Fuel Account Manager

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Leading the field on the coast

By Annie Studholme

From its humble beginning in a Greymouth garage seventy years ago, 100% Ellery’s has grown into an iconic West Coast retailer, leading the field in the consumer appliance and electronics sector, selling everything from remote control cars or dishwashers, to state of the art mobile phones.

Still family owned and operated, 100% Ellery’s embodies many of the qualities of the rugged West Coast. It places a huge emphasis on retaining close community ties, while at the same time keeping pace with advances in technology in order to cater for a diverse customer base of all ages and interests across the entire region.

Throughout its long history, 100% Ellery’s ability to embrace innovation, coupled with its dedication to customer service and fullyfledged service departments has continued to set it apart, all the while never losing sight of its unassuming origins.

The business was started by Alan (Barney) Ellery back in 1947. Following a stint running a friend’s plumbing business while he was away serving in World War II as a back injury

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prevented him from serving as well, Barney went out on his own, setting himself up as a plumber working out of his garage.

For a decade he worked solo until his son, Neil Ellery, who had previously worked at the local branch of the National Bank, joined the business and with it A Ellery and Son was born in 1957.

Neil’s involvement brought about expansion into sheet metal and roofing, and with the inclusion of second son, Brian Ellery, a registered electrician, electrical contracting was also added to the businesses expanding repertoire.

By the mid-1960s A Ellery and Son had become A Ellery and Sons, and consisted of five people working from the garage. In 1965 the decision was made to shift the business to Greymouth, taking over the premises previously occupied by W Greenhill & Co. Business boomed, and the following year it expanded into the building next door, formerly home to Westland Refrigeration, from whom they purchased the Frigidaire franchise in 1967. In 1968 they took an even bigger step, mortgaging everything to buy and refurbish the two-storied Ashby Bergh Building on Mackay Street, where the business remains to this day.

The purchase of the Frigidaire franchise signalled a new era for the business moving

into home appliance retail. Back then refrigerators and television sets were hot property with everyone trying to get in on the act, but with its own dedicated refrigeration and TV service departments, A Ellery and Sons gained the upper hand over its competitors.

While the West Coast was not immune to the effects of the 1987 sharemarket crash, for the Ellery’s it provided expansion opportunities.

Having negotiated to buy all the stock from the Kelvinator Centre, it opened a new branch in Hokitika in September 1987 with Neil’s son, Tony, as manager.

That was later followed by the addition of a Westport store in August 1996, having purchased the popular Greenwood’s Retravision, owned by the Greenwood and Dellaca families, making it a truly West Coast-wide business.

Neil retired in 2002 with the business bought by sons, Tony and Clark, and daughter Adele.

Tony continued as manager of Hokitika, with Clark managing Greymouth, and Gavin Long managing Westport. Tony’s wife, Anne Ellery, acts as group administrator and Adele is credit controller.

In a bid to ensure its West Coast customers have access to all the appliances and whiteware options available to their east coast neighbours, the Ellery’s initially joined Fapay, INSIGHT // JANUARY 2014

New Zealand’s largest appliance buying group, which back then was purported to be as big as Farmers, Smith City and Noel Leeming combined. More recently it joined the 100% group, which was formed in 1994 incorporating more than 50 stores nationwide, all selling electrical appliances, of which Clark is a currently a director.

“Being proudly New Zealand owned and operated all the 100% stores enjoy a real connection with their loyal customers and the local communities in which we serve. It has allowed us to stay competitive with the major chain groups with access to all the leading home appliance and consumer electronics brands,” says Anne.

local print and radio advertising, says Anne.

Being true-blue West Coasters, Anne says it’s an advantage to their business as they know and understand the needs of West Coasters.

100% Ellery’s supports more products that are energy efficient than those that aren’t, and takes an interest in the disposal of products. “Because the West Coast is so close to nature, it makes the local people more aware of living sustainably as we are surrounded by national parks.” And for those rural customers its service department’s ability to organise pick-up or repair on site has been incomparable since the start.

Customer service remains an overriding key to the business’s success, with staff undergoing

“Being proudly New Zealand owned and operated all the 100% stores enjoy a real connection with their loyal customers and the local communities in which we serve.”

“We enjoy being part of the 100% group as it helps to create a forum for bouncing ideas off other members in other regions. We find it helpful to use their marketing strength which is not something we have time to do as an individual company. Our 100% group is mainly made up of rural intendant appliance retailers like ourselves, most of whom are service based and value the long term relationships with their suppliers and customers.”

Utilising the combined marketing available through the 100% group by means of catalogues and TV advertisements is a major advantage, especially when used in conjunction with astute

INSIGHT // JANUARY 2014

constant training and up skilling in order to be able to provide customers with knowledge and service befitting todays discerning clientele.

“We are well aware that purchasing appliances is a major decision for most people. With our award-winning customer service, we have the knowledge to help our customers choose well and competitive pricing so they are sure to get great value for money by shopping locally.”

Many of Ellery’s 100% staff have been with the business for a long time, with staff turnover across the three branches very low. “We are in the fortunate position to have staff members with considerable experience in our industry

and this allows us to have a point of difference between us and the traditional department stores,” says Anne.

She says it encourages their staff to have a work life balance and doesn’t open Sundays, or have late nights except in the weeks leading up to Christmas, and they also get right behind local events and sports teams.

The community we live and work in is important to us, adds Anne. “We believe in supporting small direct local events because large numbers of our customers are involved in these local organisations and clubs. It is in our customers’ interests to have a lively and interesting community, so we are happy to help out where we can.”

Technology has been one of the driving forces in recent years, taking the business to a whole new level. 100% Ellery’s goes out of its way to ensure its stores are bright, modern and vibrant in a bid to attract the younger market with all stores gutted and re-fitted on average every five years. It has also heavily invested in technology to enhance the internal infrastructure and retails sales.

Five years ago Ellery’s 100% picked up Vodafone, and it is now the largest Vodafone supplier on the West Coast, offering customers everything from mobile phones to total communication solutions for home lines and broadband.

Providing cutting-edge communication and technical solutions is a far cry from the business Barney Ellery started all those years ago, but it’s been its ability to change to suit the times and communication between the Shareholders that has made it the successful family business it is today.

Steven Gillet, Anne Ellery and Kaiynah Mason at the Greymouth store

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Think you are too busy to exercise? Think again…

By Rachael Rickard

In a perfect world, we’d all have at least an hour a day to devote to our fitness. But in the real world, 24 hours a day doesn’t seem like nearly enough time to fit in work, family and other commitments.

5. Make it a date

Time poor but want to catch up with friends or family? Well go on a fitness date. All you need to do is set up workout dates, times and places to help keep each other fit and moving.

You might try a lap at a local lake or pool, get on your bikes and ride a river trail. Or you could join a group fitness or training class, or sign up for an event and then train for it. Make it a date and invite your friends to try a new workout with you.

short workout beats no 6. Aworkout

If you only have a 15 minute gap to exercise then take it! Grabbing a short run, walk, cycle, swim, or gym session is better than no session at all. If you are time poor then take the intensity up a notch and make each minute count, get your heart rate as high as you can as fast as you can. You will still benefit from the accelerated heart rate, and you’ll feel energized and de-stressed from your workout.

Here are some ways you can sneak a workout into your busy schedule:

your commute into a 1. Turn workout

How about leaving the car at home a couple of days a week and either walk, jog, run or cycle to work. By turning your commute into a workout you’ll get a three-fold bonus, exercise, transportation and fuel savings. You don’t need to bike to work at Tour de France pace, just get those legs turning over and enjoy the fresh air. If you are running or walking pack your work-shoes / clothes in a pack (along with your home-made lunch) and head off out the door.

Doing this is also a great time for your brain to switch on and mentally prepare for the day ahead. By walking, running or cycling home, you’ll find it’s a great transition between work and home life.

2.Set your alarm early

Becoming an early morning exerciser means you get to cross your workout off your to-do list nice and early. I’m not suggesting you skip sleep in favor of a sweat, but there are

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simple steps you can take to reset your sleep schedule and wake up earlier. Plan to do something early morning and then get into a routine with it, perhaps 3 times per week.

If you are unsure about your ability to exercise then please consult a health professional prior to beginning exercise (don’t make this an excuse... get moving!)

in a lunch break 3. Sneak workout

Make use of your precious 60 minute lunch break by hitting the gym or going for a walk.

Not only will it keep your waistline in check, you’re also proven to be more productive during the day by logging off for an hour than you would be by eating lunch at your desk.

4. Multitask on the treadmill

Save time at the gym with this 10-minute cardio/sculpt session: Hop on a treadmill holding a 1kg or 2.5kg dumbbell in each hand, and set the speed to a brisk walk. Do a one-minute set each of shoulder presses, biceps curls, triceps extensions, side laterals, front laterals, and standing triceps kickbacks one after another as you walk. It’s an amazing upper-body challenge that also gets your heart pumping. Do this series two or three times each week. As you improve, work up to doing four-minute sets.

Rachael Rickard, Owner Studio FIT Ashburton

INSIGHT // JANUARY 2014

Remote working; can your business thrive if your staff aren’t on the premises?

By Ramsey Margolis

“In thirty years’ time,” according to Richard Branson, “as technology moves forward even further, people are going to look back and wonder why offices ever existed.” I don’t think he’s right. Thirty years from now, offices won’t be as important as they were thirty years ago but they are not going to disappear completely.

Our homes are so full of distractions. Would you trust your staff to put in the hours if they worked at home? With the Canterbury earthquakes in mind, as well as those which shook Seddon and emptied Wellington’s CBD, if you don’t already trust your staff you need to start doing so.

Natural disasters, thankfully, are infrequent.

Personal disasters, though, strike with regularity. At times like these, the ability to work remotely can be a huge asset. The plumber tells your key staff member they’ll be there in the morning, but arrives after lunch.

Your employee may be unable to leave home, but if the capability exists to work remotely they’re not necessarily unable to work.

Forcing everyone into the office creates what is known in systems design as a SPoF—a Single Point of Failure. Everything eventually breaks down, so you need a backup system and—this is New Zealand—a disaster recovery plan, or your business will be out of commission.

Some tasks just cannot be done remotely.

To lay carpet you need a floor, a fence needs paddocks or a section to enclose, fruit is picked off a tree. There is no getting around things like this. But isn’t your business already remote working? Is your legal team in house, is it even a short drive from your workplace?

Where do you look after the accounts, and what about your advertising and print production? Your web design team—how far away are they?

Life moves on for people, and so do your staff.

People who’ve been with a company a long time make ideal remote workers. They know everyone, how everything works and what they need to do. Throwing those people away makes no sense, and it’s costly. No matter how well qualified your new candidate may be, no newcomer will hit the ground as fast as someone who’s been in the role for, say, seven years.

Washington—my Wellington office phone was diverted to my mobile, and only a handful remarked that the email they received was sent at 2am.

How can you find out the ways that remote working can improve your business? Remote, Office Not Required is a new book by Jason Fried and David Heinemeier Hansson which looks at remote working and shows how it’s done. It’s well worth reading. To find out more on this book, go to http://37signals.com/remote.

The tipping point for remote working is just around the corner. Richard Branson exaggerates to make his point, but it’s a good one.

If you were asked, “Where do you work best?” what would your answer be?

Would it be “in the office, of course!”

Somehow I doubt it.

Given how hard it can be to get great people to work for you, you should be doing all you possibly can to keep them. When they want to get married—or divorced—or they want to be closer to family, or just move to the big city, or to the country, remote working enables you to keep them in the team.

You want access to the best talent the world can offer.

Thinking internationally when it comes to recruiting staff doesn’t just increase the size of the pool of possible talent it also makes your business better prepared to take on global clients.

When I spoke at a cooperative conference overseas—in Indonesia, China, or perhaps

Ramsey Margolis Until the end of November, Ramsey Margolis had been the Executive Director of the New Zealand Cooperatives Association, now Cooperative Business New Zealand, for seven years.

Win your own copy of this book Just submit your details by 31 January 2014 to your account manager and tell us where you work remotely.

INSIGHT // JANUARY 2014

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News at Ruralco Ruralco Supplier Logo

East St Pharmacy 182 East St, Ashburton Tel 03 308 6661 10% off retail products Dunsandel

Are you Social Media savvy?

If you haven’t visited us on Facebook yet, make sure you have a look soon. Facebook is a great way to get to know your customers, build your network and reach a wider customer base, with your ‘fans’ and the friends of your ‘fans’ seeing everything you post. It also helps to keep you up to date with the latest events and happenings in your network and wider, as well as sharing your own. Ruralco would like to connect with you so visit www.facebook.com/ruralco and like us on Facebook, if we haven’t already, we’ll like you too!

Joining the Partnership Services Team Anna Taylor

JANUARY March Insight advertising booking deadline

31

April Real Farmer advertising booking deadline

National Sales Manager Mob 027 839 7487 anna.taylor@ruralco.co.nz To learn more about Anna check out www.ruralco.co.nz/ annataylor

Kelvin Harvey

FEBRUARY 3

March Insight advertising due

5

January Invoices due by 4pm

6 12–14 14 21

Waitangi Day

Partnership Services Representative Nelson & Marlborough Mob 027 839 7215 kelvin.harvey@ruralco.co.nz To learn more about Kelvin check out www.ruralco.co.nz/ kelvinharvey

Southern Field Days Valentine’s Day April Real Farmer advertising due

MARCH 5

February Invoices due by 4pm

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May Insight advertising booking deadline

Want to advertise in this publication?

Contact your account manager to discuss marketing your business in Insight

Don Joseph

Fuel Account Manager Mob 027 839 7351, don.joseph@ruralco.co.nz

Jan McAra

Partnership Services Representative Otago & Southland Mob 027 436 2775, jan.mcara@ruralco.co.nz

Jason McKenzie

Partnership Services Representative Central South Island Tel 03 307 5178, jason.mckenzie@ruralco.co.nz

Nancye Pitt

Partnership Services Manager Tel 03 307 5182, nancye.pitt@ruralco.co.nz

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Amberley Panel & Paint 105 Carters Rd, Amberley Tel 03 314 8434 app@xtra.co.nz 5% on private panel and paint repairs

Annies Country Quilts 167 Archibald St Tinwald, Ashburton Tel 03 307 6277 rachel@anniesquilts.co.nz www.anniesquilts.co.nz 10% discount on retail items, no discount on classes

For information on how to use the logo correctly, please visit www.ruralco.co.nz/supplierlogosandguidelines to view the brand guidelines, or request a copy from your Partnership Services Representative.

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Amberley

Ashburton

Congratulations to Lushingtons, Peter May, Todds and Tinwald Canvas who are some of the many suppliers who use the Ruralco supplier logo correctly in advertising.

The logo is a key tool for helping cardholders to identify your business as accepting the Ruralco Card, especially those new to the card that may not recognise the old ATS Supplier branding.

RURALCO CALENDAR

New Suppliers

Kouldja Clothing Corner of State Highway 1 and Browns Rd, Dunsandel Tel 03 325 4171 info@kouldja.co.nz www.kouldja.co.nz 7.5% on dairy vests, 10% on clothing and giftware Sale items nett Greymouth Coast Glass 239 Main South Rd, Greymouth Tel 03 768 9966 coastglass@xtra.co.nz 5–15% discount Hinds Robertson Manufacturing Peter St, Hinds Tel 03 303 7228 sales@robfarm.co.nz www.robfarm.co.nz Items up to $30,000—2% discount Items over $30,000—1% discount Kaiapoi Kaiapoi Panel & Paint 98D Williams St, Kaiapoi Tel 03 314 8483 kpp@xtra.co.nz 5% on private panel and paint repairs Leeston RX Refinishing 6 Station St, Leeston Tel 03 324 3203 rxrefinishing@xtra.co.nz 10% discount on services Clausens Canvas and PVC 86 High St, Leeston Tel 03 324 3707 admin@clausens.co.nz www.clausens.co.nz 10% discount on shade sale and hay cover manufacturing 5% discount on retail items Quoted items—nett Doyleston Jacks Service Centre 1448 Leeston Rd, Doyleston Tel 03 324 3903 jacks2011@callplus.net.nz 12.5% on WOF 10% on labour 5% on parts Oamaru Paper Plus Oamaru 181 Thames St, Oamaru Tel 03 434 7498 oamaru@paperplus.co.nz www.paperplus.co.nz 7.5% on books, cards and stationery

Regent Florist 185 Thames St, Oamaru Tel 03 434 7488 regentflorist@xtra.co.nz 10% on flower arrangements and retail items Sutherlands Mens & Ladies Wear 205 Thames St, Oamaru Tel 03 434 9194 jsm@netspeed.net.nz 5% discount on all items Tangibles 207 Thames Highway, Oamaru Tel 03 434 8825 tangibles@vodafone.co.nz 7% discount on all items Rangiora 100% Nicols Appliances 251 High St, Rangiora Tel 03 313 7886 nicols100percent@xtra.co.nz www.100percent.co.nz 10–15% off retail items Rangiora Auto Electric 26 Albert St, Rangiora Tel 03 313 7217 wired_rae@paradise.net.nz 7.5% discount off total invoice Paper Plus Ranigora 1 Durham St, Rangiora Tel 03 313 7812 rangiora@paperplus.co.nz www.paperplus.co.nz 7.5% on books, cards and stationary Southend Panel & Paint 639 Lineside Rd, Rangiora Tel 03 314 8434 office@southendpanelandpaint.co.nz 5% on private panel and paint repairs Temuka Temuka Pharmacy 81 King St, Temuka Tel 03 615 7529 orders@temukapharmacy.co.nz www.temukapharmacy.co.nz 7% on retail items Prescriptions nett Timaru Lighthouse Timaru 85 Sophia St, Timaru Tel 03 688 1187 admin@patemans.co.nz www.lighthouselighting.co.nz 7.5% minimum off all items excluding sale items Moyles Pharmacy 6 Dee St, Timaru Tel 03 688 4628 moylespharmacy@xtra.co.nz 10% discount on retail items Paper Plus Timaru 248 Stafford St, Timaru Tel 03 684 3315 timaru@paperplus.co.nz www.paperplus.co.nz 7.5% on card, books and stationery Waimate Waimate Pharmacy 58 Queen St, Waimate Tel 03 689 8247 waimatepharmacy@xtra.co.nz 7.5% on retail items

Resigned Suppliers Cartridge World Ashburton Containers Direct Tinwald Butchery Ashburton

Oamaru Sports & Outdoors 223 Thames Highway, Oamaru Tel 03 434 5609 info@oamarusports.co.nz 10% off all products (excluding firearms and licences—nett) INSIGHT // JANUARY 2014

Classifieds AIRPORT SERVICES

AUTOMOTIVE

CANVAS & UPHOLSTERY

COMPUTING

Ashburton’s leading computer company.

144 Moore St Ashburton Ph: 03 308 5077 Fax: 03 308 3401 Email: info@comsol.net.nz

www.comsol.net.nz CLEANING

Carpet & Upholstery Cleaning New Ruralco Stain Supplie r Treatment Carpet & Fabric Protection Flood Restoration

Pre Inspection & Regular Cleaning contracts Dairy Housing Domestic Housing Industrial Commercial

Call today for a friendly local qualified technician Ray & Kathy De’Ath 40 Cambridge Street Ashburton

We clean to a standard,not a price PO Box 133 Ashburton

Ph: 03 308 3676 Fax: 03 308 1686 Mob: 027 670 0691 ashburton@jae.co.nz

Tel: 03 307 2656 info@ashburtoncleaning.co.nz

HUMAN RESOURCES

FURNITURE MOVERS

INSURANCE

OFFICE SUPPLIES

PEST CONTROL

An ideal time to book your

SPIDER & FLY CONTROL

SPIDERBAN 0800 556 778 308 0051 www.spiderban.co.nz INSIGHT // JANUARY 2014

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