Proof of the Pudding:

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• Proof of the Pudding
• MarketNewZealand.com a key outcome of Trade
  NZs e-Business programme
• Alwyn Moores, Online Services Manager
• New Zealand Trade and Enterprise
• GOVIS 2003
• 14th November 2003

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Who is New Zealand Trade and Enterprise?

• The Governments trade and economic development
  agency, formed from the merger of Trade New
  Zealand and Industry NZ on 1 July
• Stimulates and grows the international
  competitiveness, profitability and capability of
  New Zealand businesses
• Promotes exporters and NZ sectors into offshore
  markets
• Offshore offices work with international buyers
  to source NZ goods and services and develop
  business partnerships
• Onshore staff advise businesses and exporters in
  the development of capability and strategies
• Works collaboratively with NZ regions to
  stimulate and grow their economic base
• A global network of 38 offices and ten New
  Zealand offices

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The organisations e-Business Strategy Drivers

• Programme started in 2000 by Trade NZ. The
  internet
• was becoming an essential channel for
  business and exporters were looking
• for access to
• World markets
• Export opportunities
• Foreign exchange
• Access needed to be affordable and fair, and
  exporters were looking to
• Government to lead and facilitate New
  Zealands entry into e-Commerce
• Exporters were lacking
• Knowledge
• Skills
• Resources
• Cost effective solutions

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The e-Business programmes strategic goals

• Contribute to increased foreign exchange
  earnings
• Increase the numbers of exporters with an
  online presence
• Improve organisational efficiency and move many
  of Trade NZs own
• services online

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Three-pronged e-Business strategy

• Educate. Educate staff and clients in
  e-Business
• and its application to successful exporting
  using this channel.
• Enable. Provide a delivery channel enabling
  exporters to do
• business online and have a web presence.
• Facilitate. Encourage NZs IT / e-Business
  industry to provide
• enabling products and services to the
  exporting community.

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Delivery of the Strategy

• Educate
• Staff training to develop common understanding
  and knowledge
• A step-by-step learning guide on e-Business
  supported by a mentoring programme
• Enable
• MarketNewZealand.com portal
• Exporter directory
• Overseas buyers search and enquire for products
  and service
• Buyers, exporters and staff enter, receive,
  respond and track sales leads
• Users can download up-to-date market
  intelligence, news and events
• Under-pinned by a Knowledge Management strategy
• Facilitate
• Provide exporters with information on suitable
  e-business products and services available in NZ
  via the e-Business Guide for Exporters (Roadmap)
• For those who are ready, provide assistance to
  enter e-Marketplaces

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We connect exporters and buyers

• Our role is to connect businesses with other
  businesses.
• MarketNewZealand.com works alongside our staff
  in offshore markets who
• Know local market distribution needs
• Are eyes and ears in the market
• Add value with local language, undertake
  customised research
• NZTE does not fulfil orders that is a business
  transaction between buyer
• and seller

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Programmes Critical Success Factors

• Understanding the business
• Subject matter experts were assigned full time to
  the core project team, others seconded on an as
  required basis
• As Is and To Be processes were mapped
  precisely
• Key business users validated the work
• Exporters and overseas buyers provided input
• Development partner (KPMG/BearingPoint)
  facilitated and/or was involved in the process

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Programmes Critical Success Factors

• Using the right project methodology
• Team
• Incubation/isolation (but constant checking with
  the business)
• Balanced mix of skills and knowledge (internal
  and external)
• Shared responsibilities
• A real team !!
• Approach
• Semi-structured approach (not too rigid, not too
  free)
• Iterative mock ups and pilots to test design,
  value, functionality
• Validate business users first, clients and
  buyers second
• Management approval only on policy changes
  (affecting stakeholders, roles and
  responsibilities)

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Programmes Critical Success Factors

• Managing the changes
• Challenges - global organisation, many cultures,
  English as a second language
• New channel, new processes, new disciplines, new
  technology, new
• offerings, greater urgency
• Solutions
• Communications - intranet, conferences,
  teleconferences, video,
• newsletters
• Clear roles and responsibilities
• Training group, 1 - 1, web-based pre-records
• Support team
• KPIs, Job Descriptions

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Programmes Critical Success Factors

• Re-integration (mainstreaming)
• Skills and knowledge transfer - comprehensive
  hand-over from external
• resources
• Structure - Online Services and e-Business
  Support Team roles clear to rest
• of organisation
• Buy-in / forewarning / (over)-communication
• Support business, IT, Help Desk
• Expectations - KPIs, JDs
• Training

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Results

• Operational
• 2400 exporters profiled
• 1200 sales enquiries captured
• 1000 off-shore buyers registered
• Foreign exchange results starting to come in
  (NZ2.0 million to date)
• Better targeting of sales leads to exporters
  based on their preferences

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Results

• Effectiveness
• Providing global visibility for our exporter
  clients at no cost
• Communicating more often with buyers once
  registered
• Providing exporters and buyers with visibility of
  enquiry progress - links
• offshore post staff to buyers and onshore staff
  to exporters
• Targeted promotional campaigns to market and
  export sectors
• More information to improve the quality of advice
  provided to exporters

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Results

• Efficiency
• Mapped and documented all core business
  processes, policies etc
• Turning around sales enquiries far more quickly
• Can track and monitor core business functions
• Can report on how well we deliver services and
  who is benefiting
• Programmme assisted Trade NZ to receive the
  Baldrige Silver Award

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What would we have done differently?

• More market research
• Even more mock ups
• More BA resource
• More usability work
• Delivered core value proposition first (profiling
  lt--gt sales leads)

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Challenges remain

• Change Management
• Marketing
• Search engine optimisation
• On-going marketing / promotion programmes - on
  and offshore
• Cant market all exporters, all goods services,
  and into all markets
• Continual investment
• Enhancements, new functions, training
• Remaining e-Business strategy components
• Multi-lingual
• Integrating with other NZTE websites
• Content Management very hungry !

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Summary

• MarketNewZealand is improving New Zealand Trade
  and Enterprises business positioning and
  reputation. To make sure this is happening we
  had to
• Start with a strategy, have a vision and get help
  from others
• Understand the business confirm requirements
  first
• Involve key internal and external users early and
  often
• Ensure alignment with core processes
• Build a site that creates stickiness, reflects
  the brand and provides users value
• Address change management issues - more difficult
  than expected
• Focus on marketing and promotion to ensure the
  site has visibility

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Next Steps

• Review as part of the integration of former Trade
  NZ and Industry NZ websites
• Use as the foundation for our other transactional
  sites as it has the richest functionality and
  workflow (including email and sms notifications)
• Leverage the sites content management system for
  the other sites
• Provide a greater level of personalisation
• Consider developing the online processes further
  to ensure even greater re-use of market
  intelligence and faster closure of trade leads