SlideShare une entreprise Scribd logo
1  sur  4
Télécharger pour lire hors ligne
Focus Australia 2010
Lessons from New Zealand companies for New Zealand
companies on market entry into Australia
In June 2009 NZTE ran 20 workshops throughout New Zealand for 250 companies
currently exporting or looking to export to Australia and their trusted advisors.
During the workshops six New Zealand case studies were assessed and
information was also gathered from the participating companies and advisors.
The following is a capture of the key findings from the workshops, highlighting
the dos and don’ts to consider when entering or expanding in the Australian
market.

DO
Stage one: Strategic planning
   Make sure you have a clear idea of why you’re entering the Australian market
   •   Can you describe what success will look like in say 5 years?
   •   Given your 5 year plan, what does year one look like, year two etc.
   •   Are you ready to invest the resources required to meet your success
       targets?
   •   Is now the best time?
   •   Do you have a true point of differentiation in the market?


Stage two: Operational Planning
   Know:
   •   who your customers are
   •   what they need (not necessarily the same as NZ)
   •   who your competition is
   •   your price point - don’t just assume it is the same as NZ, it could be a lot
       higher or at a point to low to make the investment worthwhile
   •   the best location for you to set up in
   •   what is going to be your best channel to market
   •   what all your costs will be

  Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic
                                    development agency.

                           www.nzte.govt.nz
•    transportation/logistics
  •    business regulations
  •    Intercountry banking/ finance
  •    tax
  •    legal implications
  Research how your industry operates in the Australian market – what are the
  differences with NZ, any regulations/legislation you need to be aware of, how
  to customers access your type of product/service in Australia?
  Check that the brand you are using in NZ is appropriate for the Australian
  market
  Consider all the different market entry models available to you (purchasing an
  existing, complimentary business, setting up your own office, hiring Australian
  sales staff, using agents/distributors, partnering with an Australian company
  finding an Australian investor.)
  Seek professional advice – particularly around complying with regularities for
  you industry, tax and legal
  Understand that Australia is a far more litigious country than NZ
  Investigate if IP protection would be sensible for your product/service


Stage Three: First Steps
  Visit the market as often as possible to get an understanding of the feel of the
  location you are considering.
  Remember Australia is made up of 8 states each of which can be considered a
  market in its own right.
  Build relationships in Australia with experts in your industry – they can help to
  give you credibility in the market and can provide useful networks
  Consider a staged approach, location by location – remember some Australian
  cities are the same size as the whole of NZ. In most cases it is better to
  tackle one location at a time.
  Consider first location carefully- it may be better to look at one of the large
  regional towns.
  Hire Australian staff or partner with an Australian business – and listen to
  their advice about the market. They will bring with them networks and market
  knowledge – make use of it
  Make sure you understand the legal and tax implications for the type of
  operation you wan to set up

  Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic
                                    development agency.

                            www.nzte.govt.nz
Stage Four: The Commitment
  Be prepared to pull back if you are not happy you have all the information you
  need.
  Ensure you have sufficient funds available to support the setting up of your
  Australian presence – allow up to two years and realise that you may not
  make money straight away
  Ensure you have commitment from your management team – they need to
  provide strategic leadership and may also need to work in market for a time
  to really build the business
  Choose a location close to your customers and/or partners
  Assess your progress on a regular basis – are things going to plan/budget? If
  not, you may need to adjust your strategy
  Think creatively about what networks you have or might be able to tap into
  (both in Australia and back in NZ) – including expat kiwis, business and
  professional associations
  Carry out due diligence on any other party you are going to work with
  Make sure you are sending over the right staff for the job and locate them in
  the right place
  Look at how you can leverage your NZ business and clients – your Australian
  operation may provide benefits to your NZ customers
  Persevere – becoming successful in the market may take some time


Stage Five: Expansion within Australia
  Know who your new customers are.
  Reassess your business model (purchasing an existing, complimentary
  business, setting up your own office, hiring Australian sales staff, using
  agents/distributors, partnering with an Australian company finding an
  Australian investor.)
  Ensure you have commitment from your management team – they need to
  provide strategic leadership in the new state/area and may also need to work
  there for a time to really build the business
  Understand the issues around transportation/logistics




  Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic
                                    development agency.

                           www.nzte.govt.nz
DON’T
  Make assumptions – in particular, don’t assume your NZ model/operations will
  work in Australia
  Underestimate the amount of funding required to set up a credible presence in
  Australia – don’t forget about the ongoing costs (i.e. it may take some time
  before you start making money)
  Underestimate the size of Australia – distance between major locations (this
  will have cost / time implications)
  Take verbal agreements as final confirmation – get everything in writing
  Rush in before you have done your market research and are prepared – it will
  cost you money and may make the difference as to whether or not you are
  successful




 Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic
                                   development agency.

                          www.nzte.govt.nz

Contenu connexe

Tendances

Buying an existing business - Lecture 14
Buying an existing business - Lecture 14Buying an existing business - Lecture 14
Buying an existing business - Lecture 14MuhammadSarmadHafeez
 
Establishing a new venture - Lecture 13
Establishing a new venture - Lecture 13Establishing a new venture - Lecture 13
Establishing a new venture - Lecture 13MuhammadSarmadHafeez
 
What is a business plan
What is a business planWhat is a business plan
What is a business planJeronicaLogan
 
BUSS1 Basics
BUSS1 BasicsBUSS1 Basics
BUSS1 Basicstutor2u
 
Heyer Start Up Business Plan for Technology Firm
Heyer Start Up Business Plan for Technology FirmHeyer Start Up Business Plan for Technology Firm
Heyer Start Up Business Plan for Technology FirmMphasis (an HP Company)
 
Some factors to consider before going into business
Some factors to consider before going into businessSome factors to consider before going into business
Some factors to consider before going into businessAlman Siddik Shawon
 
Small business
Small businessSmall business
Small businessNijaz N
 
Pearson Edexcel International A Level Business (231) 1 Planning PowerPoint
Pearson Edexcel International A Level Business (231) 1 Planning PowerPointPearson Edexcel International A Level Business (231) 1 Planning PowerPoint
Pearson Edexcel International A Level Business (231) 1 Planning PowerPointRevisionstation
 
5 steps-to-sell the dream and prepare your company for investors (ss)
5 steps-to-sell the dream and prepare your company for investors (ss) 5 steps-to-sell the dream and prepare your company for investors (ss)
5 steps-to-sell the dream and prepare your company for investors (ss) Markus Schwarzer
 
Risks and Rewards for Enterprise
Risks and Rewards for EnterpriseRisks and Rewards for Enterprise
Risks and Rewards for Enterprisetutor2u
 
BB_NZ_April-July2016_FOR WEB (1)
BB_NZ_April-July2016_FOR WEB (1)BB_NZ_April-July2016_FOR WEB (1)
BB_NZ_April-July2016_FOR WEB (1)Zahria La Varis
 
Role of enterpeneur
Role of enterpeneurRole of enterpeneur
Role of enterpeneurSarath Nair
 
Belgian web startup barometer executive summary
Belgian web startup barometer executive summaryBelgian web startup barometer executive summary
Belgian web startup barometer executive summaryFrederic De Meyer
 
FiBAN business angel expectations for executive summary – Pitch
FiBAN business angel expectations for executive summary – PitchFiBAN business angel expectations for executive summary – Pitch
FiBAN business angel expectations for executive summary – PitchFiBAN
 
Case Study (business research methodology)
Case Study (business research methodology)Case Study (business research methodology)
Case Study (business research methodology)Amit Sarkar
 
External Business Presentation
External Business PresentationExternal Business Presentation
External Business PresentationCallum Lee
 

Tendances (19)

Buying an existing business - Lecture 14
Buying an existing business - Lecture 14Buying an existing business - Lecture 14
Buying an existing business - Lecture 14
 
Establishing a new venture - Lecture 13
Establishing a new venture - Lecture 13Establishing a new venture - Lecture 13
Establishing a new venture - Lecture 13
 
What is a business plan
What is a business planWhat is a business plan
What is a business plan
 
BUSS1 Basics
BUSS1 BasicsBUSS1 Basics
BUSS1 Basics
 
Iba presentation 30 september 2016
Iba presentation  30 september 2016Iba presentation  30 september 2016
Iba presentation 30 september 2016
 
Heyer Start Up Business Plan for Technology Firm
Heyer Start Up Business Plan for Technology FirmHeyer Start Up Business Plan for Technology Firm
Heyer Start Up Business Plan for Technology Firm
 
Bootstrapping Your Startup
Bootstrapping Your StartupBootstrapping Your Startup
Bootstrapping Your Startup
 
Some factors to consider before going into business
Some factors to consider before going into businessSome factors to consider before going into business
Some factors to consider before going into business
 
Small business
Small businessSmall business
Small business
 
Pearson Edexcel International A Level Business (231) 1 Planning PowerPoint
Pearson Edexcel International A Level Business (231) 1 Planning PowerPointPearson Edexcel International A Level Business (231) 1 Planning PowerPoint
Pearson Edexcel International A Level Business (231) 1 Planning PowerPoint
 
5 steps-to-sell the dream and prepare your company for investors (ss)
5 steps-to-sell the dream and prepare your company for investors (ss) 5 steps-to-sell the dream and prepare your company for investors (ss)
5 steps-to-sell the dream and prepare your company for investors (ss)
 
Getting ready to launch
Getting ready to launchGetting ready to launch
Getting ready to launch
 
Risks and Rewards for Enterprise
Risks and Rewards for EnterpriseRisks and Rewards for Enterprise
Risks and Rewards for Enterprise
 
BB_NZ_April-July2016_FOR WEB (1)
BB_NZ_April-July2016_FOR WEB (1)BB_NZ_April-July2016_FOR WEB (1)
BB_NZ_April-July2016_FOR WEB (1)
 
Role of enterpeneur
Role of enterpeneurRole of enterpeneur
Role of enterpeneur
 
Belgian web startup barometer executive summary
Belgian web startup barometer executive summaryBelgian web startup barometer executive summary
Belgian web startup barometer executive summary
 
FiBAN business angel expectations for executive summary – Pitch
FiBAN business angel expectations for executive summary – PitchFiBAN business angel expectations for executive summary – Pitch
FiBAN business angel expectations for executive summary – Pitch
 
Case Study (business research methodology)
Case Study (business research methodology)Case Study (business research methodology)
Case Study (business research methodology)
 
External Business Presentation
External Business PresentationExternal Business Presentation
External Business Presentation
 

En vedette

Final Presentation Internationalization Secco
Final Presentation   Internationalization SeccoFinal Presentation   Internationalization Secco
Final Presentation Internationalization SeccoHezha Muhammad
 
Joint ventures international expansion strategies - corporate level strategies
Joint ventures   international expansion strategies - corporate level strategiesJoint ventures   international expansion strategies - corporate level strategies
Joint ventures international expansion strategies - corporate level strategiesmanumelwin
 
Expansion strategies the way to growth | Online Mini MBA (Free)
Expansion strategies   the way to growth | Online Mini MBA (Free)Expansion strategies   the way to growth | Online Mini MBA (Free)
Expansion strategies the way to growth | Online Mini MBA (Free)mybskool-online-courses
 
Modes of entry into foreign markets
Modes of entry into foreign marketsModes of entry into foreign markets
Modes of entry into foreign marketsluispachon
 
Modes of Entry into International Business
Modes of Entry into International BusinessModes of Entry into International Business
Modes of Entry into International BusinessPrathamesh Parab
 
Market entry strategies
Market entry strategiesMarket entry strategies
Market entry strategiesVineet Sansare
 

En vedette (7)

Final Presentation Internationalization Secco
Final Presentation   Internationalization SeccoFinal Presentation   Internationalization Secco
Final Presentation Internationalization Secco
 
Joint ventures international expansion strategies - corporate level strategies
Joint ventures   international expansion strategies - corporate level strategiesJoint ventures   international expansion strategies - corporate level strategies
Joint ventures international expansion strategies - corporate level strategies
 
Expansion strategies the way to growth | Online Mini MBA (Free)
Expansion strategies   the way to growth | Online Mini MBA (Free)Expansion strategies   the way to growth | Online Mini MBA (Free)
Expansion strategies the way to growth | Online Mini MBA (Free)
 
Modes of entry into foreign markets
Modes of entry into foreign marketsModes of entry into foreign markets
Modes of entry into foreign markets
 
Market entry strategy
Market entry strategyMarket entry strategy
Market entry strategy
 
Modes of Entry into International Business
Modes of Entry into International BusinessModes of Entry into International Business
Modes of Entry into International Business
 
Market entry strategies
Market entry strategiesMarket entry strategies
Market entry strategies
 

Similaire à Dos And Donts

Summer Course 2007 - Entrepreneurship Phases
Summer Course 2007 - Entrepreneurship PhasesSummer Course 2007 - Entrepreneurship Phases
Summer Course 2007 - Entrepreneurship Phasesrogerio silveira
 
Epps project company analysis
Epps project company analysisEpps project company analysis
Epps project company analysisvibhore jain
 
Starting Your Own Business | Tips for Young Entrepreneurs by Allen Baler
Starting Your Own Business | Tips for Young Entrepreneurs by Allen BalerStarting Your Own Business | Tips for Young Entrepreneurs by Allen Baler
Starting Your Own Business | Tips for Young Entrepreneurs by Allen BalerAllen Baler
 
Bab feasibility studi 1
Bab feasibility studi 1Bab feasibility studi 1
Bab feasibility studi 1Masrul Huda
 
Indigenous Business Development :: JM John Armstrong
Indigenous Business Development :: JM John ArmstrongIndigenous Business Development :: JM John Armstrong
Indigenous Business Development :: JM John Armstronglinda carroli
 
Dutta_Guidelines_Joint_Business_Plan.ppt
Dutta_Guidelines_Joint_Business_Plan.pptDutta_Guidelines_Joint_Business_Plan.ppt
Dutta_Guidelines_Joint_Business_Plan.pptDanang Setiawan
 
19 dm140 gbe_new zealand r2
19 dm140 gbe_new zealand r219 dm140 gbe_new zealand r2
19 dm140 gbe_new zealand r2prateek sharma
 
Business feasibility study
Business feasibility studyBusiness feasibility study
Business feasibility studyahmed hassan
 
Looking at international markets in the construction industry - RICS Article
Looking at international markets in the construction industry - RICS ArticleLooking at international markets in the construction industry - RICS Article
Looking at international markets in the construction industry - RICS ArticleDonnie MacNicol
 
Business plan guide
Business plan guideBusiness plan guide
Business plan guidemyql
 
1 pp develop and implement family business structures and relationships
1 pp develop and implement family business structures and relationships 1 pp develop and implement family business structures and relationships
1 pp develop and implement family business structures and relationships JaneMouritz
 
Small Own business & Entrepenurship
Small Own business & EntrepenurshipSmall Own business & Entrepenurship
Small Own business & EntrepenurshipVijay Yadav
 

Similaire à Dos And Donts (20)

Summer Course 2007 - Entrepreneurship Phases
Summer Course 2007 - Entrepreneurship PhasesSummer Course 2007 - Entrepreneurship Phases
Summer Course 2007 - Entrepreneurship Phases
 
BIZPLAN GUIDE III.doc
BIZPLAN GUIDE III.docBIZPLAN GUIDE III.doc
BIZPLAN GUIDE III.doc
 
Don Hazelwood-Company Profile
Don Hazelwood-Company ProfileDon Hazelwood-Company Profile
Don Hazelwood-Company Profile
 
Epps project company analysis
Epps project company analysisEpps project company analysis
Epps project company analysis
 
Starting Your Own Business | Tips for Young Entrepreneurs by Allen Baler
Starting Your Own Business | Tips for Young Entrepreneurs by Allen BalerStarting Your Own Business | Tips for Young Entrepreneurs by Allen Baler
Starting Your Own Business | Tips for Young Entrepreneurs by Allen Baler
 
Bab feasibility studi 1
Bab feasibility studi 1Bab feasibility studi 1
Bab feasibility studi 1
 
Indigenous Business Development :: JM John Armstrong
Indigenous Business Development :: JM John ArmstrongIndigenous Business Development :: JM John Armstrong
Indigenous Business Development :: JM John Armstrong
 
Dutta_Guidelines_Joint_Business_Plan.ppt
Dutta_Guidelines_Joint_Business_Plan.pptDutta_Guidelines_Joint_Business_Plan.ppt
Dutta_Guidelines_Joint_Business_Plan.ppt
 
Which foreign market should we select first
Which foreign market should we select firstWhich foreign market should we select first
Which foreign market should we select first
 
Creating a business plan
Creating a business planCreating a business plan
Creating a business plan
 
The business plan
The business plan The business plan
The business plan
 
19 dm140 gbe_new zealand r2
19 dm140 gbe_new zealand r219 dm140 gbe_new zealand r2
19 dm140 gbe_new zealand r2
 
ThinkBIG 2015
ThinkBIG 2015ThinkBIG 2015
ThinkBIG 2015
 
What Incubator should have - offer to Start up?
What Incubator should have - offer to Start up?What Incubator should have - offer to Start up?
What Incubator should have - offer to Start up?
 
Business feasibility study
Business feasibility studyBusiness feasibility study
Business feasibility study
 
Looking at international markets in the construction industry - RICS Article
Looking at international markets in the construction industry - RICS ArticleLooking at international markets in the construction industry - RICS Article
Looking at international markets in the construction industry - RICS Article
 
Starting a business in the Philippines
Starting a business in the PhilippinesStarting a business in the Philippines
Starting a business in the Philippines
 
Business plan guide
Business plan guideBusiness plan guide
Business plan guide
 
1 pp develop and implement family business structures and relationships
1 pp develop and implement family business structures and relationships 1 pp develop and implement family business structures and relationships
1 pp develop and implement family business structures and relationships
 
Small Own business & Entrepenurship
Small Own business & EntrepenurshipSmall Own business & Entrepenurship
Small Own business & Entrepenurship
 

Dos And Donts

  • 1. Focus Australia 2010 Lessons from New Zealand companies for New Zealand companies on market entry into Australia In June 2009 NZTE ran 20 workshops throughout New Zealand for 250 companies currently exporting or looking to export to Australia and their trusted advisors. During the workshops six New Zealand case studies were assessed and information was also gathered from the participating companies and advisors. The following is a capture of the key findings from the workshops, highlighting the dos and don’ts to consider when entering or expanding in the Australian market. DO Stage one: Strategic planning Make sure you have a clear idea of why you’re entering the Australian market • Can you describe what success will look like in say 5 years? • Given your 5 year plan, what does year one look like, year two etc. • Are you ready to invest the resources required to meet your success targets? • Is now the best time? • Do you have a true point of differentiation in the market? Stage two: Operational Planning Know: • who your customers are • what they need (not necessarily the same as NZ) • who your competition is • your price point - don’t just assume it is the same as NZ, it could be a lot higher or at a point to low to make the investment worthwhile • the best location for you to set up in • what is going to be your best channel to market • what all your costs will be Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic development agency. www.nzte.govt.nz
  • 2. transportation/logistics • business regulations • Intercountry banking/ finance • tax • legal implications Research how your industry operates in the Australian market – what are the differences with NZ, any regulations/legislation you need to be aware of, how to customers access your type of product/service in Australia? Check that the brand you are using in NZ is appropriate for the Australian market Consider all the different market entry models available to you (purchasing an existing, complimentary business, setting up your own office, hiring Australian sales staff, using agents/distributors, partnering with an Australian company finding an Australian investor.) Seek professional advice – particularly around complying with regularities for you industry, tax and legal Understand that Australia is a far more litigious country than NZ Investigate if IP protection would be sensible for your product/service Stage Three: First Steps Visit the market as often as possible to get an understanding of the feel of the location you are considering. Remember Australia is made up of 8 states each of which can be considered a market in its own right. Build relationships in Australia with experts in your industry – they can help to give you credibility in the market and can provide useful networks Consider a staged approach, location by location – remember some Australian cities are the same size as the whole of NZ. In most cases it is better to tackle one location at a time. Consider first location carefully- it may be better to look at one of the large regional towns. Hire Australian staff or partner with an Australian business – and listen to their advice about the market. They will bring with them networks and market knowledge – make use of it Make sure you understand the legal and tax implications for the type of operation you wan to set up Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic development agency. www.nzte.govt.nz
  • 3. Stage Four: The Commitment Be prepared to pull back if you are not happy you have all the information you need. Ensure you have sufficient funds available to support the setting up of your Australian presence – allow up to two years and realise that you may not make money straight away Ensure you have commitment from your management team – they need to provide strategic leadership and may also need to work in market for a time to really build the business Choose a location close to your customers and/or partners Assess your progress on a regular basis – are things going to plan/budget? If not, you may need to adjust your strategy Think creatively about what networks you have or might be able to tap into (both in Australia and back in NZ) – including expat kiwis, business and professional associations Carry out due diligence on any other party you are going to work with Make sure you are sending over the right staff for the job and locate them in the right place Look at how you can leverage your NZ business and clients – your Australian operation may provide benefits to your NZ customers Persevere – becoming successful in the market may take some time Stage Five: Expansion within Australia Know who your new customers are. Reassess your business model (purchasing an existing, complimentary business, setting up your own office, hiring Australian sales staff, using agents/distributors, partnering with an Australian company finding an Australian investor.) Ensure you have commitment from your management team – they need to provide strategic leadership in the new state/area and may also need to work there for a time to really build the business Understand the issues around transportation/logistics Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic development agency. www.nzte.govt.nz
  • 4. DON’T Make assumptions – in particular, don’t assume your NZ model/operations will work in Australia Underestimate the amount of funding required to set up a credible presence in Australia – don’t forget about the ongoing costs (i.e. it may take some time before you start making money) Underestimate the size of Australia – distance between major locations (this will have cost / time implications) Take verbal agreements as final confirmation – get everything in writing Rush in before you have done your market research and are prepared – it will cost you money and may make the difference as to whether or not you are successful Brought to you by New Zealand Trade and Enterprise, the New Zealand government’s economic development agency. www.nzte.govt.nz