1. Māori business Māori Businesses taking their Brands Global
Presented by Naomi Aporo, May 2015

2. Overview A bit about me Māori business landscape Taking brands global
Success factors and challenges
Wakatū Incorporation

3. A bit about me Naomi Aporo Education Work History
Ngāti Kahungunu ki Wairarapa, Rangitāne
Education
Bachelor of Commerce (2007), Otago
Master of Business (2008), Otago
Work History
Ernst & Young: Consultant – Risk Advisory
Te Wānanga o Aotearoa: National Risk Manager
Ernst & Young: Manager – Performance Improvement
Fonterra: Global Programme Manager
Skills and Capabilities
Programme management
Organisational design and transformation
Strategic planning
Change management
Business process design and optimisation
Risk management
Business continuity management
Other Appointments
Otago University School of Business Advisory Board
National Māori Governance Qualifications Advisory Board
Wairarapa Moana Trust Board

4. MᾹori business landscape
Māori and iwi incorporations
Public sector organisations
Private enterprises
Largest Māori organisations
Whakapapa based
Intergenerational
Range in size from $1m to $800m organisations
Usually have both a social and commercial focus
Often established as a result of treaty settlement
Commercial enterprises largely primary sector based (horticulture, aquaculture, farming and forestry)
Usually service based
Kaupapa Māori centric in delivery
Largely government funded
High proportion of Māori employees delivering services (by Māori for Māori)
Close relationship with local iwi
SMEs
Mum/Dad businesses

5. Taking brands global Must haves NZ Realities
Product: what are you selling?
Market: who is going to buy it? What do you know about them? Where are they and what are the different realities across different demographics and geographies?
Value proposition: what’s different about your product? Why would people choose it over other alternatives?
Distribution networks: how do people access your product?
Exchange rate volatility: fluctuations in the NZD have significant implications on product margin and revenue.
Scale: reality of NZ business size competing in global markets
Distance to markets: cost and time to export
Market access: international trade barriers and local “custom” challenges
Moving up the value chain: primary sector produce not a niche product – so need to shift from commodity to value add products

6. Unique Success factors
Success Factors for Māori organisations
Starts with our story – who we are and where we come from
Inter-generational
Relationship centric
Values based decision making and practices
Strong focus on sustainability and stewardship (consumer preferences)

7. Wakatū Incorporation A family business of the land and sea
The purpose of Wakatū is to nuture the inheritence, use it for sustenance, ensuring its handed down to the next generation in better condition.
4000 owners who are descendants of four tribes:
Ngāti Koata
Ngāti Rārua
Ngāti Tama
Te Ātiawa
3 core business units:
Owners: marae development, shareholder support, education, youth development and capability development for succession planning.
Property: property development, lease property, property for sale.
Kono: food, horticulture and beverages

8. Wakatū consumer brands and products
Foods
Products
Marine Farms
Processing
Sustainability
Quality Assurance
Horticulture
Products
Orchards
Sustainability
Quality Assurance
Beverages
Products
Vineyards
Winemaking
Sustainability
Quality Assurance

9. Examples of Wakatū Products

10. Success factors and wakatū
Starts with our story- who we are and where we come from, incorporation into Wakatū brands
Relationship centric – relationship development with other indigenous populations, similarities with asian cultures
Values based decision making and practices – Te Pae Tawhiti
Strong focus on sustainability and stewardship (consumer preferences): examples from vineyards: bird flight paths, waterways, land practices harvesting practices etc

11. Wakatū brands Wakatū brands
A kono is a basket woven out of harakeke (New Zealand flax) and was traditionally used by Māori to serve food in. In Kono branding, weaving represents the inter-relationships of the many different Kono stakeholders. This weave features in the Kono logo with a harakeke (flax) leaf connecting the ‘K’ to the ‘N’. It is representative of how knowledge is passed intergenerationally through families.
In Māori culture, the koru or spiral symbolises growth, life and the natural world. The koru featured in our new branding comes from the painting He Mihi Aroha ki a Koe by renowned Māori artist Sandy Adsett. It represents the growth of our company and the journey of our people from the past to today. This koru signifies our long-term intergenerational goals and has become our tohu, our signature.
Kōwhaiwhai is the ancient Māori tradition of painted pattern-making.  These symmetrical designs decorate the rafters of the elaborately adorned where tupuna (house of ancestor) and represent lineage, ancestry and the story of generations. 
In the spirit of this tradition, Aronui celebrates the kōwhaiwhai pattern. Within our logo, the pattern is silhouetted within the rolling hills of the Moutere Valley, with the sun rising above. 
The silhouette represents the mountain Tapuae-o-Uenuku, the spectacular backdrop to our Awatere Valley vineyard. One of the highest mountain peaks in New Zealand, Tapuae-o-Uenuku dominates the inland eastern skyline, standing at 2885 metres above sea level. In stormy weather the mountain is often framed by a double rainbow. 

12. Questions?