Branding Nz

8/9/2019 Branding Nz

1/85

BRAND NEW ZEALANDBRAND NEW ZEALAND

Overview and AnalysisOverview and Analysis


2/85

SourcesSources

1. Article by Peter van Ham, Foreign Affairs, October2000.

2.http://aei.detya.gov.au/activities/branding/branding.htm

3.www.nz edge.com

4. RS & T:2010 The Governments Strategy for

Research, Science and Technologywww.industrynz.govt.nz

5. Brand New Zealand - Unlimited Magazine article ,By Rod Oram Saturday 1st December [email protected]


3/85

SourcesSources

7.www.industrynz.co.nz/news/media/2001

8. Ibid

9.www.bizinfo.co.nz 10.www.executive.govt.nz/minister/anderton

11. Brand New Zealand - Unlimited Magazine article ,By Rod Oram Saturday 1st December 2001

oram@clear.

net.

nz 12.www.industrynz.co.nz/news/media/2001


4/85

SourcesSources

13. Brand New Zealand - Unlimited Magazine article ,By Rod Oram Saturday 1st December 2001

[email protected]

14. www.executive.govt.nz/minister/anderton

15. ibid


5/85

IntroductionIntroduction


6/85

BrandStatesBrandStates

Brand states like Singapore and Ireland are notmere countries found in an atlas.

Their geographical and political settings appearrelatively unimportant compared to the emotionalresonance among an increasingly global audience ofconsumers.

Strong brands were felt to be important for thefollowing reasons:

attracting foreign direct investment,

recruiting the best and the brightest, and

wielding political influence.


7/85

SmartstatesSmartstates

Consequently, smart states are developing brandsaround reputations in the same way smart companies

do:The US = "wealth creation"

Ireland = "gateway to Europe

For France, trading off brands like Mot orChanel

= "luxury, sophistication, quality";

Singapore = a stable business beachhead forAsia.


8/85

CompetitionCompetition

Brand states will compete not only among themselvesbut also with superbrands such as the EU, CNN,

Microsoft and the Roman Cat

holic C

hurc

h(boastingthe oldest and most recognised logo in the world, the

crucifix).

In this crowded arena, states that lack the relevantbrand equity will not survive.

Source: Peter van Ham, senior research fellow at theNetherlands Institute of International Relations


9/85

Whatabout New Zealand?Whatabout New Zealand?

So where does this place countries on the edge of theglobe, such as New Zealand?

The images that instantly come to mind are of The AllBlacks and more recently, Lord of the Rings.

But it takes more than a team of wall-to-wall musclesperforming the haacke and a box office hit to infiltratethe rest of the worlds imagination about a countrythat exists, literally on the margins of the world. In a sense comparable to SA - on the margins of the world, with

some fame in teamsports like rugby and cricket


10/85

AttractingtheattentionAttractingtheattention

It is for this reason that in 2001 the country embarkedon a Brand New Zealand campaign in order to:

Build an identity of itself as a place of knowledgeand prosperity that will earn it a more prominentcompetitive place in the global "attentioneconomy".


11/85

Makingprogress...Makingprogress...

Over the past couple of years, New Zealand hasmade a lot of progress:

Businesses are becoming more astute,

scientists are becoming more commercial,

educationists are becoming more attuned to the real world,

government are becoming better at facilitating economic

development,

the public are becoming more engaged in the debate abouthow to move the country on.


12/85

butnotenoughbutnotenough

But prime minister Helen Clark has argued that this isnot enough to get New Zealand back into the top 10

of developed countries from number 21.

She argued for New Zealand to work on developing aunique brand identity (2).


13/85

WritingabiggerstoryWritingabiggerstory

"New Zealand is a small story, badly told." (BrianSweeney, head of Wellington PR firm Sweeney

Vesty) Pushing a vastly higher vision of New Zealand are:

Sweeney through their website www.nz edge.com.

The government, who has also thrown its weight behind aBrand New Zealand campaign

Harvard Professor Michael Porter, the international guru ofeconomic development and committed student of NewZealand.


14/85

NZ needsa visionNZ needsa vision

New Zealand has achieved the hardest things (likemacroeconomic reform), but haven't set some

aspirations.

They lack the commitment and confidence to put thepieces together in an overall strategy and vision(Porter)


15/85

WhatmakesasuccessfuleconomyWhatmakesasuccessfuleconomy

Porter also noted that:

Viewing economic and social issues as separate

agendas is not only wrong but counterproductive.A successful economy depends on people who feel

safe at work, who are healthy, and who have a sensethat if they work hard, they will have the opportunity todo better.

Productivity is also consistent with a cleanenvironment.

While "Clean and Green" isn't a bad start as a sloganfor promoting New Zealand, it certainly isn't enough.


16/85

ValuecreatorsValuecreators

Getting a name for oneself as an innovative, creativebrand state is all about the assetsbehindthebrand.

In particular, it's about having assets (companies orpeople) that are value creators, rather than valuetraders.

A reputationforbeingacountryofvaluecreators

is a unique selling proposition marketers everywhereare striving for.


17/85

ResearchResearch


18/85

ThreegoalsThreegoals

In 1996 the Government published RS&T:2010 TheGovernment's Strategy for Research, Science andTechnology to the Year 2010.

This strategy included 3 overarching goals: Fostering societal values and attitudes that recognise

science and technology as critical to future prosperity;

Ensuring an adequate level of investment in science andtechnology as a component in national life whichhascultural value in its own right.

Maximising the direct contribution of science and technologyto diverse social, economic and environmental goals.


19/85

Research studiesResearch studies

In 2000 the government began commissioningstudies on:

Concrete issues like foreign direct investment

More vague issues such as how to attract talent to New Zealand,

how to foster innovation

how to sell its entrepreneurial story to the world.

Other work on a raft of policies is being done bysympathetic civil servants from key ministries such asTreasury and Economic -Development.


20/85

PublicresponsePublicresponse


21/85

Government vstheprivatesectorGovernment vstheprivatesector

Opinions differ widely on the quality of this research.

Private sector / businesses regard the government's

initiatives by bureaucrats as draining momentum,the grit in the gears.

Some regard the approach as radical, creative and avery big change in mindset.

And some in government

have yet to be convincedit's the right road for New Zealand.


22/85

TheThepersonperson inthestreetinthestreet

Similarly, there are vastly different views on thepublic's appetite for envisaging and challenging

change

.

A lot of work has to be done to communicate to theperson in the street about their role, about what theycan contribute.

Thewhole vernaculararoundthe Knowledge

Economyalienatespeople

Theythinkitisaboutresearch, universities,

innovationandentrepreneurshipbutnotabout

them.


23/85

Entrepreneurshipisalive...Entrepreneurshipisalive...

NZ ranks top of the world's "opportunityentrepreneurs ", according to the Global

Entrepreneursh

ip Monitor released in 2001.

Some 15% of the adult population are in business for

themselves because they have spotted opportunities.

Another 3.7% are "necessity entrepreneurs", whohave created jobs for themselves because theycouldn't find employment.

Put the two together and New Zealand ranks secondoverall in entrepreneurship, behind only Mexico andwell ahead of the US.


24/85

butnotwell.butnotwell.

A study done by Unitec as part of a 29-nation annualranking, co-ordinated by the London Business School

found th

at entrepreneursh

ip is not robust in NZ.

Ambitions are very modest and exporting and growthskills limited.

A typical company has six employees producinggoods or services for the local market. (6)


25/85

NZ companiesdoingwellNZ companiesdoingwell

Queensberry, an Auckland family firm imports finepapers and leather from Europe, makes them into

superior ph

oto-graph

albums for society weddings,etc. and sells them over the internet.

The company succeeds because it sells quality,beautiful New Zealand design and a slightly exotic yetreliable country of origin.


26/85


Morrinsville dairy co-op Tatua extracts lactoferrin, atrace milk protein used for its antibacterial qualities in

cosmetics and oth

er products, and sells it for $US600a kilo.

In contrast, New Zealands dairy industry'sbulk commodity product skimmed milk powder sells for a few dollars a kilo.

Tatua, drawing on Kiwi science and ingenuity, is oneof only a handful of lactoferrin producers in the world.


27/85


Obo, a small Palmerston North company, is theworld's dominant supplier of equipment for fieldh

ockey goalkeepers, using th

e internet toh

arvestsuggestions and advice from users around the world.(7)

All three companies excel because they have a very clear idea ofhow to create value in their

businesses; they have the competence and confidence to

reach out and sell their products to the world.


28/85

New ZealandsknowledgeNew Zealandsknowledgedevelopmentdevelopment


29/85

ExistingstrengthsExistingstrengths

BiotechnologyBiotechnology

Traditionally, the agricultural and horticulturalsciences have underpinned New Zealand scienceand technology community.

In recent time's New Zealand's knowledge basehasbecome far broader and deeper.

NZ has a well-developed and interconnectedbiotechnology sector, centred on: research and development services,

pharmaceuticals,

biological extracts.

Natural resources, excellent animal health status andinternationally-linked science community all contribute

to this strong outlook.


30/85


EnvironmentalscienceEnvironmentalscience NZ is a base for research extending from the South

Pacific islands to Antarctica and encompasses the

world's fourth

largest Exclusive Economic Zone.

NZ scientists have pioneered techniques to identifychanges in sources of greenhouse gases and play akey role in understanding ozone depletion andvariability in ultra-violet radiation.


31/85


EngineeringEngineering NZ's relatively small size has meant the countrys

research engineers have tended to work closely with

practising engineers and remained responsive to th

eirneeds.

NZ also has superior capability in high temperature superconductor ceramics

computer-integrated manufacturing

wireless technologies

earthquake engineering

food product design.


32/85


Health andmedicineHealth andmedicine NZ is an international leader in selected areas of

neuroscience, endocrinology, carcinogenesis,

neurology, cardiac medicine and publich

ealth

research.

NZ has achieved strength through linkages betweenhealth and agricultural research, for example,research linking levels of trace elements such asiodine and selenium to animal and human health.


33/85


MaoriScienceMaoriScience There is a large and ever-growing body of knowledge

of Maori language, culture and history...

both

in Maori studies itself and also in: education, history, human geography, linguistics, population

studies and social anthropology, medicine, natural sciences,law, fine arts and architecture.

The examination of claims under the Treaty ofWaitangi has empowered research in prehistory andMaori-Pakeha relations.


34/85

ExistingweaknessesExistingweaknesses

DistanceDistance NZ's remoteness from world markets has been called

the "tyranny of distance.

However, the old rules may no longer apply, due tothe meteoric growth of E-commerce.


35/85

ExistingweaknessesExistingweaknesses

NegativeperceptionsNegativeperceptions New Zealanders might regard themselves are

innovative, entrepreneurial risk-takers, fiercelyindependent, early adopters of technology. But..

Unlike the Israelis, the Singaporeans, even the Irish,there exists the perception that they don't reallybelieve they match the best in the world.

"We're dysfunctional in our relationship with the restof the First World. New Zealand is an invisiblecountry. The rest of the world can't participate in ourtransactions so our innovation is locked into amarketplace that is going nowhere." So says "IP

architect", Nick Gerritsen.


36/85

GovernmentachievementsGovernmentachievements


37/85

ThescienceenvelopeThescienceenvelope

The "science envelope" represents all the NZGovernment's research, science and technologyinvestments totalling approximately $590 million in1

997/98

.

Of this total, approximately 80% is targeted

investment, aimed at achieving defined economic,social and environmental objectives.

The remaining 20% is untargeted investment.

The balance set by the Government betweenuntargeted and targeted investments reflect: its commitments to a culture of knowledge and learning

its contributions to economic, environmental and social

outcomes.


38/85

Goalsfortargetedresearch, scienceGoalsfortargetedresearch, science

andtechnologyinvestmentsandtechnologyinvestments

Enhance NZs capacity to innovate through knowledge creation

by developing capabilities and networks.

Improve the international competitiveness of NZ'senterprises by increasing the contribution of knowledge to the added

value of products, processes and services throughout the

value-chain. Improve, maintain and restore New Zealanders'

health and independence by increasing knowledge about individuals and populations,

and the effectiveness and efficiency ofhealth services


39/85

Goalsfortargetedresearch, scienceGoalsfortargetedresearch, science

andtechnologyinvestmentsandtechnologyinvestments

Enhance and protect New Zealand's environment andnatural resources by increasing knowledge of biophysical systems and

hazards and human interactions with them

by supporting the development of technologies forsustainable management of the environment.

Contribute to well-being, equity and inclusiveness inNew Zealand society by increasing knowledge of our own and others' cultures,

societies, economies, histories and international contexts

by supporting the uptake and use of such knowledge.


40/85

EstablishingabrandEstablishingabrand NZNZ

identityidentity


41/85

ThemissingpieceThemissingpiece

There exists general consensus that a big piece ofthe jigsaw is:

New Zealanders still don't have a clear idea of whothey are and what they are trying to sell to the world.

There are three basic questions that need to beanswered: Does the world believe in the country and its products?

Do New Zealanders believe enough in themselves?

Are they maximising their economic value?


42/85

Core valuesCore values

Sweeny suggests that the concept of the edge is ametaphor for life in New Zealand.

His view is t

hat c

hange, adventure and growt

h

happen at the edge of any system, not in the middleof it.

Thus, located on the edge of the world, NewZealanders can create change and drive difference to

their advantage.

To do so, they have to establish this as a core NewZealand brand value.


43/85

FromtheinsideoutFromtheinsideout

If NZ is to represent "innovation and creativity inbusiness, it is not just about external projection.

Crucially, it is also about internal conviction thatbrings truth to the image.

In new Zealand, too many companies were seen tobe based on "value trading" rather than "valuecreation".

Thus New Zealanders

have to learn

how to get it infront of people abroad, people who will pay the full

international price for it (quality), give us its full value. (Gerritsen, from Sweeney).


44/85

ExamplesofpossibilitiesExamplesofpossibilities

The West Coast sells gold, coal and trees, but verylittle of their value sticks in the region.

New Zealand winemakers won't c

harge topprices for their sauvignon blancs, even though

demand far outstrips supply.

Much of the value of The Lord of the Rings hasalready been captured downstream by the US

producers.

NZ can get a 20-fold increase in value out of itseconomy,...if we had a new model of value creation,not the current model based on value trading.

Gerritsen, Sweeney


45/85

DevelopingentrepreneursDevelopingentrepreneurs

John Blackham (Science and Innovation AdvisoryCouncil) feels that NZ should not necessarilyconcentrate on foreign direct investment.

Rather, people, starting with the smallest, youngestentrepreneurs, should be taught how to develop theirown capital and how to build things with their own and maybe their country's identity buried in it.


46/85

Catchingthe Knowledge WaveCatchingthe Knowledge Wave

The challenge of the Catching the Knowledge Waveconference held during May 2001:

Finding practical new ways to make New Zealand asmarter, more successful brand.

This came from a union of big business, government,media and universities.

It revolved around five themes:

innovation and creativity; people and capability;

sustainable economic strategies;

entrepreneurship;

social cohesion and the Knowledge Divide.


47/85


The objective: To learn how other countries have achieved high

levels of growth and wealth creation by dramaticallyre-ordering their national priorities, and how quicklythe results can flow.

Individually invited participants chosen from a broadcross-section of New Zealand interests weremandated to produce concrete proposals for action: political parties

the bureaucracy

academia

the business community

trade union movement

community organisations


48/85


Under discussion was NZ's circumstances and whatmakes countries competitive.

Also, the opportunities for NZ's emerging knowledge-intensive industries were outlined.

Case studies from Israel, Finland, Taiwan,

Canada,and Australia were also presented by key speakers.


49/85

SpeakersSpeakers

Speakers at the Catching the Knowledge Waveincluded:

One of the architects of Singapore's path to aknowledge-based future, Trade and Industry Minister,

George Yeo. The Australian Chief Scientist, Robin Batterham, who

drove the recent $A2.9 billion innovation package,"Backing Australia's Ability".

Xerox's c

h

ief scientist DrJoh

n Seely Brown wh

o isrenowned not only for standing at the forefront ofbusiness development, but forhis contribution totheories of radical innovation and how peoplelearn best.


50/85

SpeakersSpeakers

Leading British fertility researcher and presenter ofthe acclaimed BBC series "The Human Body", LordRobert Winston.

Recognising the importance of the conference, theUnited Nations and the Organisation for EconomicCo-operation and Development also sentrepresentatives: The UN Under-Secretary General for Economic and

Social Affairs, Nitin Desai, spoke on the social implicationsof the global economy.

The Deputy Secretary-General of the OECD, Sally Shelton-Colby, reviewed New Zealand's comparative economicperformance.


51/85

A single visionA single vision -- butnodebatebutnodebate

The recurring refrain of the conference was the needfor a single vision for NZ.

The conference

had no room for disagreement anddebate.

Before the first opportunity to question speakersbegan, the chairperson laid out some ground rules. People were asked to keep to the spirit of

relentless optimism - and were warnednot to relitigate the past.

Though sparking debate was supposedly one of theconferences main goals, organisers seemedreluctant to encourage it.


52/85

ThestateisneededThestateisneeded

The conference was an interesting departure from theget the state out of the economy brand of businessthought.

Business has come to realise that it is impossible to

leave technological development to the market,because its reliant on the free development of basicscience - and basic science is rarely cost effective.

Public funding of universities and research institutionswas recognised as a valuable activity, and

development funds as a way to kick-start innovationand creativity.

The state is back - as venture capitalist, networkerand R&D co-ordinator.


53/85

ResultsResults

Combined with other initiatives, Catching theKnowledge Wave served as an essential element inexploring how New Zealand can better capitalise onexisting knowledge and entrepreneurship, whileinvesting in intellectual capital that will help underpinits future socio-economic development.

The Prime Minister will to a great extent determine

the outcome of this work by government. She couldsimply use it to inform political and policy decisions,or she could use it to articulate a very bold vision forNZ, plus the policies and big governmental structuralchanges needed to help fulfil it.


54/85

Wheretonext?Wheretonext?


55/85

BottomlinesBottomlines

New Zealand's continuing development as aknowledge society depends on:

Using research and innovation to add value totraditional industries.

Overcoming barriers of distance from globalmarkets.

Creating new knowledge-based businesses.


56/85

BuildonexistingindustriesBuildonexistingindustries

The advent of the knowledge society does not meanthat NZ will turn its back on traditional sources ofwealth - the earth, the land, the water, the animals.

Rather, the country will use knowledge to developand add value to these industries.

Some examples where New Zealanders are already"thinking clever", rather than "thinking commodity"include:

Wool - a growing international reputation forhighfashion woollen garments.

Timber - a growing emphasis on value added products

Milk - branded varieties of cheeses are now airfreighted tomany destinations.


57/85

OvercomingbarriersoftimeandOvercomingbarriersoftimeand

distancedistance In a networked world, which country you live in, may

be less important than which time zone you are in.

E-commerce, as it develops, promises manysimilar advantages for New Zealand businessesflexible enough to adapt to the new customerdemands.


58/85

CreatingnewknowledgebasedCreatingnewknowledgebased

businessesbusinesses New Zealand already has many success stories in

software, telecommunications, agricultural machinery,and horticultural research and development.

Impetus will be added to these through fullcommercialisation of exciting developments in areassuch as biotechnology, high temperature enzymes,ceramics and nanotechnology currently underdevelopment.

The film industry where the creativity of NZ people,supported by great natural advantages for filming,and massive investment in computer graphicstechnology, has kick-started an industry worthhundreds of millions a year.


59/85

FocusingonoutcomesFocusingonoutcomes

Moving from rules to resultsMoving from rules to results


60/85

DrivingoutcomesDrivingoutcomes

Research, science and technology which attractstargeted investment must be conductedpurposefully, with outcomes as the driving motivation.

The emphasis of policies and management practiceswill shift from rules to results, flexibility will increase,and the emphasis on tightly defined investmentcategories and pathways will diminish.

The Government will have the confidence to do thiswhen it is clear that all those involved are activelyengaged in strategic conversation about NewZealand's future.


61/85

DrivingoutcomesDrivingoutcomes

Performance measures will also be identified throughthe governments Foresight Project, in order toestablish performance expectations for purchaseagents and science and technology providers.


62/85

SupportingfutureSupportingfuture--focusedsectorsfocusedsectors

Research, science and technology will contributemost effectively to prosperity and well-being throughgenuine partnerships among researchers, scientists,

technologists and ot

her professionals underpinning avibrant and thriving knowledge society.

Such partnerships contribute to creating widelydispersed net benefits by: improving the strategic relevance of the Government's

research,science and tec

hnology investments

maximising adoption of results

leveraging and stimulating investment by others in researchand development, new capabilities, and technologydevelopment.


63/85

SupportingfutureSupportingfuture--focusedsectorsfocusedsectors

The Governments investments will be increasinglyfocused on underpinning stakeholder groups whichdevelop and articulate a vision for the future anddevelop forward-looking strategies for action.

Such groups should demonstrate investment inresearch and development, new skills andcapabilities, and effective means of accessing and

learning from existing information. In environmental and social areas, the relationship

between "public good" investment mechanisms andscience and technology in government departments

will need to be considered.


64/85

FosteringcreativityanddiversityFosteringcreativityanddiversity

Pursuing tightly-defined outcomes does not meanpurchasing tightly-restricted research, science andtechnology.

Innovation thrives when diverse ideas, approaches,organisations and enterprises will be encouraged tocontribute to outcomes.

Objectives for targeted research, science and

technology will range widely in nature, scope andduration.

Creative and diverse approaches to achievingoutcomes will be encouraged.


65/85

"Smart" purchasing, relationship"Smart" purchasing, relationship--

contractingandcontestabilitycontractingandcontestability

"Smart" purchasing, across various investmentinstruments, must become a critical attribute of theway purchase agents contribute to outcomes.

The focus of smart purchasing, and the relationshipcontracting it enables, will need to move fromprescriptive allocations based on previously definedrules, to dynamic allocations based on evolving

needs. Information and feedback will be vital for smart

purchasing to operate dynamically and effectively.

"S " h i l i hi"S " h i l i hi


66/85



Any individual, organisation or enterprise capable ofsupplying research, science and technology whichthe Government wishes to purchase will be givenregular opportunities to make their case.

Ensuring that funding is contestable does not meanthat funding will be managed in a simplisticallycompetitive way.

A shared understanding of outcomes is necessary, sothat relevant capabilities, effective networks andinformation flows can be developed and extended.

"S t" h i l ti hi"S t" h i l ti hi


67/85



All of this depends on building long-term relationshipsbetween purchase agents (on behalf of theGovernment) and providers (carrying out research,science and technology).

Both parties must build relationships and trust, basedon deep knowledge of relevant sectors of theeconomy and society, so that the work done can

contribute effectively to the desired outcomes sought.


68/85

PayingthefullcostsPayingthefullcosts

Contributing to outcomes through the Government'sinvestment in research, science and technology willinevitably involve integrating a wide range of activitiescollectively employing a wide range of assets.

Such activities could include research

technology development and technology transfer

international links promoting awareness and understanding of science and

technology

building and sustaining capabilities and other assets

disseminating results among stakeholder groups.


69/85

RecentdevelopmentsRecentdevelopments


70/85

CelebratingmarketsuccessCelebratingmarketsuccess

New Zealanders need to learn to celebrate successesin the boardroom and marketplace in a similar way tothe sporting ground, says Economic DevelopmentMinisterJim Anderton.

He announced a $3.4 million Industry New Zealandinitiative aimed at celebrating and fostering

entrepreneurial activity and business success in NZ.


71/85


The aims of the new programme would be to foster:A culture in education where business is seen as a positive

contributor to society and a worthwhile career aspiration for

students Students developing enterprising attitudes, and business-

relevant skills

A climate which recognises and reinforces business successamong existing and potential businesses

A social culture which positively supports entrepreneurialactivity and business success.


72/85


In addition the government will launch a number ofinitiatives to promote and celebrate entrepreneurship,including: sponsorship of industry sector awards

a regional innovation expo funding for enterprising initiatives in schools and

communities.

These initiatives form part of the celebrating a cultureof success proposal announced in New Zealands

2001 budget and ties in with the Labour-Alliancecoalition governments determination to explore newways of creating economic prosperity and social well-being.


73/85

LessonsforSouth AfricaLessonsforSouth Africa


74/85

We ARE overseasWe ARE overseas

NZ and SA have much in common not only in termsof their viability for tourism and foreign investment,but also in terms of their self-perceptions.

Both countries are oozing with potential yet still sufferfrom the cultural cringe syndrome whereby weboth believe that quality, innovation and creativitycome from a place called overseas.

Slowly, that misperception is diminishing, but it needsto be further buffered by a passionate, honest visionof who we are, where we come from and where weare heading.


75/85

WhereSA hastheedgeWhereSA hastheedge

Although NZ has been ranked as one of the mostentrepreneurial countries in the world, it seems tolack the power to ignite the romantic imagination in

terms of its history, heroes and struggles.

In these areas SA has the edge, although ouraccomplishments are sometimes overshadowed byperceptions of swelling incompetence and corruption.

We also have the advantage of being able topromote ourselves as the breadbasket of Africa -simultaneously the gateway, meeting point and rolemodel for the rest of the continent.


76/85

ThelessonsThelessons

It would of course be advisable for BSA to heed wellthe lessons learnt from Brand New Zealand to avoidmaking similar errors, though in many respects, our

approach already addresses some of the issues.

The national campaign to brand NZ is still in itsembryonic phases but already it displays several

inherent weaknesses that are in danger ofcompromising its success. These include:


77/85

DefininganddifferentiatingDefininganddifferentiating

core valuescore values New Zealands core values have yet to be articulated

and differentiated from those of the rest of the world.

It has inadequately answered its own questionsabout its identity: who it is, where it comes from andwhere it is going.

Like all successful brands it must ignite the publicimagination, exuding a combination of romanticism

and practicality.


78/85

DefiningapositioninDefiningapositionin

worldmarketsworldmarkets It needs to define its positioning in world markets in

more concrete, distinguishable terms.

If this does not happen, its global position will notdevelop beyond also ran status yet anotherEnglish speaking country hopping on thebrandwagon.


79/85

CreatingapopularmythologyCreatingapopularmythology

Although New Zealands relatively untarnishedphysical beauty is the envy of the rest of thedeveloped world, its clean, green image falls far short

of igniting the imagination.

Unlike Ireland which also boasts a ravishinglandscape, New Zealand has failed to develop a

popular mythology around its natural beauty andidentity.


80/85

SimplybeingoriginalSimplybeingoriginal

What Brand New Zealand has thus far demonstratedin terms of earnestness, it lacks in simplicity andoriginality.

Although its aim is obviously to be regarded as aninnovative, competitive country, it needs to simplifythe terminology of its vision in order to appeal to

ordinary New Zealanders.


81/85

IncludingthemanonthestreetIncludingthemanonthestreet

Although its sponsors have intended otherwise, todate the campaign has been primarily targeted atentrepreneurs.

This is placing an overriding emphasis on intellectualcapital in the economy, without due consideration ofthe role that ordinary consumers can play inpromoting the country.

Mass campaigns aimed at public participation onstreet level must form an essential component ofits promotional strategy.


82/85

AllowingfordebateAllowingfordebate

The relentless optimism with which the organisers ofRiding the Knowledge Wave attempted to infuse intothe conference is unrealistic.

Patriotism and national pride are not at issue. But

passive compliance with a singular authoritative voicedoes not make for a successful campaign.

Dissent and debate are the spices of an energetic,vibrant and diverse nation. NZ is a multifaceted,multicultural society and its various communities must

play a complementary not a consensual - role inBrand New Zealand.

Here, Australian Made provides an excellent modelfor emulation.


83/85

DevelopingamediacampaignDevelopingamediacampaign

Although the movers and shakers of the advertisingworld and government have been pretty much at thehelm of Brand New Zealand, to date they dont seem

to have conceived a creative, structured andsystematic media campaign to promote the country.

Although the website www.nzedge.com certainly hasmade impressive strides in this regard, there should

be an ongoing process of planting seeds in publicconsciousness, providing teasers on radio, televisionand in print, even publishing the occasional hithertounknown fact about New Zealand.


84/85

UtilisingiconsUtilisingicons

NZ must use its home-grown icons in entertainment,arts, science and business to promote itself.

To a certain extent this has been achieved onwebsites such as www.nzedge.com.

What makes an individual, a brand or a country anenduring role model is not simply currentachievements, but a story with which its own people

and the rest of the world can identify. This will help provide the emotional resonance which

is currently lacking in the campaign.


85/85

UnderscoringpotentialUnderscoringpotential

Brand New Zealand needs to find creative ways ofunderscoring the protean potential of both land andpeople, its self-transforming ability and its essential

connection with values that are simple and enduring.

The promise that this new brand must conveys is thatNew Zealand is an exciting and surprising country,where all sorts of different people and traditions are

able to live and work creatively together. This both reflects reality and signals an aspiration for

the future of both New Zealand and the rest of theworld.

Documents

Branding Nz