New Zealand Trade and Enterprise
EXPRESSION OF INTEREST
Capability Development Voucher Scheme – Identification of Capability Development Providers
Posted on GETS 16 September 2010
GETS No. 30918
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Contents
1.
Puropse of Expression of Interest ... 3
2.
New Zealand Trade and Enterprise ... 3
3.
Meanings and Interpretations ... 3
4.
Capability Development Vouchers ... 4
5.
Management Capability Development Providers ... 4
6.
Regional Partner Network ... 5
7.
Eligible and Ineligible Services ... 6
8.
Request for particular information ... 7
9.
Information you must provide ... 7
10. Qualification Process and Criteria ... 7
11. Due Date ... 8
12. Additional Information ... 8
13. Rights Reserved ... 8
14. General Terms and Conditions ... 9
Schedule 1: Respondents Skills and Experience ... 11
Appendix 1: Eligibility criteria for Businesses ... 12
Appendix 2: Capability Voucher Scheme management process ... 12
Appendix 3: Business Assistance Landscape ... 14
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1.
Purpose of Expression of Interest
1.1
NZTE is developing a Capability Development Voucher Scheme, to be administered by the new Regional Partner Network.1.2
Eligible businesses will be able to use their Vouchers to receive a partial subsidy for accessing qualifying management capability building services such as training workshops, courses and/or coaching.1.3
This Expression of Interest is designed to help NZTE select those Providers that will be authorised to accept Vouchers from businesses who use the Voucher to access those management capability services that meet NZTE’s criteria.2.
New Zealand Trade and Enterprise
2.1
NZTE was established on 1 July 2003 as New Zealand’s national economic development agency under the New Zealand Trade and Enterprise Act 2003. NZTE’s role is to support the development of internationally competitive, profitable and capable New Zealand businesses.2.2
NTZE has three strategic goals that shape our work programme. These are to:(a) increase international connections; (b) build business capability; and
(c) improve the environment for enterprise and growth.
2.3
NZTE provides a range of services, including those provided by third parties that support New Zealand businesses to innovate and grow, build business capability, and address systemic barriers to growth. Our services include international trade promotion, domestic business capability building, regional development, encouraging innovation, and investment services. NZTE administers targeted programmes that deliver direct assistance to high growth potential businesses and provides community based capability and advisory services to firms through third party Providers. Refer www.nzte.govt.nz3.
Meanings
3.1
Meanings: unless stated otherwise, the following terms have the following meanings in this EOI:(a) “Capability Development Vouchers” or “Vouchers” means capability development vouchers issued to business owners and/or managers by Regional Partners on behalf of NZTE, for the purpose of accessing services to develop their management capability. (b) “EOI” means this Expression of Interest.
(c) “the Foundation” means the Foundation for Research, Science and Technology. (d) “NZTE” means New Zealand Trade and Enterprise.
(e) “Provider/s” means provider/s of management Services.
(f) “Regional Partner Network” or “Regional Partners” means organisations selected by NZTE and the Foundation to form the Regional Partner Network.
4 (h) “Services” means capability development services such as workshops, courses and/or coaching available to help business owners and managers improve their management capability.
4.
Capability Development Vouchers
4.1
Vouchers will be issued to the owners and/or managers of qualifying1 businesses by Regional Partners. For the purpose of the Voucher scheme, a manager is defined as a person who has a key decision making role in the business.4.2
Business owners and/or managers will be able to use their Vouchers with Providers in return for NZTE-qualified Services.4.3
The value of Vouchers will vary. It is anticipated that they may cover up to 50% of the full cost of the Service fee up to a maximum value set by the issuing Regional Partner. The maximum amount a business could get in one year is $5000 although this will need to be confirmed once the scheme is operating.4.4
The following benefits are expected to be generated from the introduction of the NZTE Capability Development Voucher Scheme:(a) a functioning open market where more private training providers enter and compete for business interests;
(b) improved range, quality and innovation in the provision of business training and advisory services;
(c) long term partnering arrangements – local/regional/central with the private sector – that overcome fragmentation issues, reduce business search costs, and improve the utility of business support services; and
(d) companies taking responsibility for investing in their own capability building as demonstrated by ongoing assessment of their development needs, becoming more familiar with the benefits of training, and seeking out relevant Providers.
4.5
Further details about the management process of the Capability Development Voucher Scheme can be found in Appendix 2.5.
Management Capability Development Providers
5.1
Providers will typically be the deliverers of quality management capability training and development services to New Zealand business owners and /or managers. They should have a high level of credibility and experience in delivering group learning services and/or one to one coaching services.5.2
The key roles and responsibilities of the Providers are to:(a) provide Services to business owners and/or managers;
(b) ensure the business owners and managers receive a positive experience that will encourage them to continue improving their management capabilities;
1 Qualifying businesses must first meet eligibility criteria, see Appendix 1 for business eligibility criteria, they then may receive a Voucher at the discretion of the Regional Partner.
5 (c) accept the Vouchers from owners and/or managers as a subsidy toward the cost of the Services provided, after validating the legitimacy of the Voucher with the issuing Regional Partner;
(d) advise Regional Partners if a business owner or manager using a Voucher cancels a booking2;
(e) advise Regional Partners if a Service, that business owners and/or managers are booked on using a Voucher, is cancelled;
(f) issue invoices to NZTE for payment of Vouchers; and
(g) provide information on Vouchers received to NZTE in a spreadsheet that will be supplied by NZTE.
6.
Regional Partner Network
6.1
The Regional Partner Network is currently in the process of being established. When operational it will provide and facilitate a range of support services and access to programmes which support the growth of businesses. Amongst its functions, the new network will provide access to TechNZ3 funding and issue Capability Development Vouchers to qualifying businesses.6.2
Regional Partners will be established in the following 14 regions:Northland, Auckland, Waikato, Bay of Plenty, East Coast, Hawke’s Bay, Taranaki, Manawatu-Wanganui, Wellington, Nelson-Tasman-Marlborough, West Coast, Canterbury, Otago and Southland.
6.3
The roles and responsibilities of the Regional Partners are to:(a) promote the value and benefit of research and development and building business and management capability to businesses in their region;
(b) promote to firms the value of taking responsibility for on-going capability building;
(c) engage with emerging technology based companies that have a research and development focus and a desire to become world class;
(d) operate as a single point of contact for committed firms that wish to improve their business capability and which have potential to innovate and grow;
(e) undertake capability assessments and support development of action plans;
(f) actively follow-up with clients to establish progress in implementing action plans and identifying any changing needs;
(g) provide advice and information about access to capability building services;
(a) issue NZTE Capability Development Vouchers where appropriate as a part-subsidy for accessing capability building services;
2 This step is to enable accurate tracking of the Voucher.
3 TechNZ is the Foundation’s business investment programme and is designed to support companies and people undertaking research and development projects that result in new products, processes or services.
6 (b) manage the regional allocation of NZTE Capability Development Voucher Scheme
funding;
(c) help identify those regional Providers that meet the criteria for being registered as a NZTE Capability Voucher Scheme Provider;
(d) lift the overall investment levels in research and development through capability support; (e) contribute to the increased turnover and global competitiveness of technology based
companies;
(f) participate in national training seminars, networking events and being part of the Foundation’s and NZTE’s national team;
(g) operate a biz Service walk-in information and referral centre to complement the biz 0800 number and www.business.govt.nz portal;
(h) act as our ‘eyes and ears’ to identify and actively refer businesses with a high probability of becoming eligible for other NZTE and Foundation services; and
(i) work closely with our staff to ensure seamless delivery of wider business support services for businesses in the region.
6.4
For a diagram of how the Business Assistance Landscape will look, see Appendix 3.7.
Eligible and ineligible Services
7.1
NZTE is looking for Services that qualify for the Capability Development Voucher Scheme in the following subjects:Business Planning, Marketing Strategies, Finance, Business Systems, Governance, Managing Resources, Exporting, Sustainability, and Lean Manufacturing/Business Operations. (See Appendix 4 for further details.)
7.2
Services that are not eligible include:• consultancy services;
• staff and industry training (vocational or technical);
• services that are already subsidised through other government funding;
• any training that falls outside of management areas as currently defined in Appendix 4; and
• services offered outside of New Zealand.
7.3
Paragraphs 7.1 and 7.2 are not exhaustive. Eligible and ineligible Service types may be added or changed over time by NZTE at its discretion.7
8.
Request for particular information
8.1
This document is an Expression of Interest by NZTE. NZTE seeks Expressions of Interest from Providers who offer Services that may qualify for the Capability Development Voucher Scheme.8.2
NZTE will not be liable for any costs incurred by the respondents in the preparation of their response to this EOI.9.
Information you must provide
9.1
Please refer to Schedule 1 of this document for a list of information you must provide in your response and the format in which it must be supplied.10.
Qualification Process and Criteria
10.1
There will be two stages in the qualification process:• Stage 1: Capability check of the respondent organisation responding to the EOI.
• Stage 2: Qualifying the individual Capability Development Services offered by the respondent for inclusion in the Capability Development Voucher Scheme.
10.2
Stage 1:NZTE will conduct an initial check of each organisation responding to this EOI to establish that it:
(a) is a New Zealand based provider i.e. has a physical presence in New Zealand; (b) has demonstrated experience in the training industry;
(c) provides management capability development Services;
(d) has demonstrated that it has the resources and capability to undertake the administration components; and
(e) has identified key personnel with relevant skills and experience; and (f) has professional indemnity insurance cover of $1million or more.
When assessing responses, NZTE may consult with the appropriate Regional Partner or other third parties as required.
10.3
Stage 2:If the respondent organisation satisfies the Stage 1 criteria to NZTE’s satisfaction, they will be asked to submit details of the Services offered so they can be matched against what NZTE is looking for. Services which fit the descriptions in Appendix 4 may be deemed as suitable for inclusion in the Capability Development Voucher Scheme, but at NZTE’s discretion. For this stage of the process, NZTE will supply respondents with a standard template for completion.
10.4
NZTE will email a contract to successful respondents for signing once qualifying Services areidentified. The contract will include a list of the Services offered by the Provider that qualify for the Capability Development Voucher Scheme.
10.5
The contract will expire if the Capability Development Voucher Scheme ends, unless it is terminated earlier in accordance with the terms of the standard NZTE termination provisions of the contact.8
10.6
Once a respondent has signed and returned the contract they will be able to accept CapabilityDevelopment Vouchers issued by the Regional Partner as part payment for their Services.
10.7
Respondents may be called upon to clarify their response to this EOI.10.8
The evaluation process will not begin until the Regional Partners are in place. Regional Partners are expected to be in place by 1 October 2010 in most regions.10.9
The qualification process does not imply that NZTE endorses the Provider organisation or the quality of the Services they offer.11.
Due Date
11.1
Delivery(a) All respondents should post their responses to; Business Development Team
New Zealand Trade & Enterprise PO Box 2878
Wellington 6140
(b) The EOI will remain open and there is no set date by which responses are due unless otherwise advised by NZTE.
12.
Additional Information
12.1
Any requests for additional information should be emailed to: trainingproviders@nzte.govt.nz.12.2
NZTE reserves the right to supply any additional information to all respondents using GETS.13.
Rights reserved
13.1
NZTE reserves all of its rights and makes no representation in relation to the Capability Development Voucher Scheme. Without limitation, NZTE may at its own election:(a) not proceed with, or vary any aspect of, the Capability Development Voucher Scheme; (b) accept or reject any response;
(c) accept more than one response for a region, sector, and topic; (d) reject any response which does not comply with this EOI; (e) add, delete or change any of the EOI evaluation criteria;
(f) suspend or cancel the EOI process by notice to all respondents;
(g) amend the closing date, the acceptance date or any other date by notice to all respondents;
(h) amend this EOI, or any associated documents by notice to all respondents; (i) not give any reason for the rejection of a response or respondent organisation; (j) not give any reason for any suspension or cancellation of the EOI process;
9 (l) selectively choose components, or parts, of services offered by respondents unless the
respondent organisation specifically states those elements must be taken collectively; (m) undertake inquiries and financial searches concerning respondents, including a Baynet
search;
(n) re-advertise for, or otherwise seek responses to the EOI; (o) waive any irregularities or informalities in the EOI process; (p) seek clarification of any response;
(q) accept only some components of a response;
(r) meet with any respondent before and/or after the selection of a respondent organisation; and
(s) consider or reject any alternative response at NZTE’s sole discretion.
14.
General Terms and Conditions
14.1
EOI not a contractThis EOI document contains the terms, conditions and process that NZTE intends to follow for the purposes of evaluating respondents as potential providers of Services for the Capability Development Voucher Scheme.
No response is required but organisations that do respond will be deemed to have accepted the terms of this EOI without reservation or variation.
No statement in this EOI binds or places NZTE under any contractual or other obligation. For the avoidance of doubt, this EOI does not give rise to a process contract.
No binding obligations will arise between NZTE and any respondent until such time as NZTE and the respondent have signed a binding written agreement or letter of engagement, provided that NZTE is not under any obligation to sign any such written agreement or letter of engagement with any respondent.
14.2
Conflicts of interestEach respondent must immediately disclose to NZTE, both in its response and on a continuing basis, all relationships or circumstances that may give rise to a conflict of interest in relation to the provision of the Services.
14.3
Influence and undisclosed benefitsRespondents must not directly or indirectly provide any form of personal inducement or reward to, or approach, lobby or attempt to influence, any representative of NZTE who is directly or indirectly involved with this EOI.
14.4
No anti-competitive behaviourThis EOI and the EOI process is intended to promote fair competition between respondents. Respondents must not engage in collusive, deceptive or improper conduct in the preparation of their proposals or other submissions, or in any discussions or negotiations with NZTE.
14.5
Rights reserved by NZTENZTE reserves the right to:
(a) reject all or any of the responses;
(b) accept any response, or part-response, that does not conform with these terms, including late responses;
10 (c) amend, suspend, or withdraw this EOI or any associated documentation on notice to
respondents;
(d) take into account any other relevant information that NZTE may have in its possession and to make enquiries of any person to assist it in the evaluation of respondents;
(e) not enter into any contract in relation to the matters described in this EOI.
14.6
Crown does not guarantee NZTERespondents should be aware that the Crown does not guarantee the performance of NZTE in terms of its obligations incurred in respect of any transaction arising from a relationship with a third party.
14.7
No warranty or liabilityNZTE does not warrant or guarantee the accuracy of any of the information contained in this EOI. NZTE and its agents or advisors will not be liable in contract or tort (including negligence) or in any other way whatsoever for any cost, damage, expense, loss (including loss of profit) or damage, whether direct or indirect, incurred by any respondent or other person in respect of this EOI and the EOI process.
14.8
Advertising and public statementsNo advertising relating to any response, nor any public statement by a respondent in relation to this EOI, shall be published or broadcast without the prior written permission of NZTE.
14.9
ConfidentialityAll information provided in connection with this EOI is confidential to NZTE and provided on a “Commercial in Confidence” basis.
You shall not disclose any of NZTE’s confidential information to any third party without NZTE’s express written permission.
All information supplied by respondents to NZTE for the purposes of making a response to this EOI shall remain the property of NZTE and may be disclosed by NZTE in the course of the evaluation process.
NZTE will endeavour to keep all information in your proposal confidential, however it may be required to disclose some details of your proposal in order to fulfil its public law obligations (in particular relating to any consultation that may be needed) and other legal obligations, including under the Official Information Act 1982. Where possible, if NZTE considers it may be necessary to disclose commercially sensitive information contained in your proposal, it will consult with you prior to such disclosure.
14.10
Governing law and jurisdictionThe EOI will be construed according to and governed by New Zealand law and the respondent agrees to submit to the exclusive jurisdiction of New Zealand courts in any dispute concerning this EOI or any proposal.
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Schedule 1: Respondent’s Skills and Experience
Respondents must supply the following information under the following headings: 1. Full organisation name
2. Contact details for the nominated contact person 3. Organisation structure
4. Field of organisation expertise and core business 5. Experience in similar work
6. Biographies of key personnel
7. Ability to deliver administrative components, including, bookings, venue, invoice and receipting functions
8. Details of professional indemnity insurance 9. Quality accreditation qualifications, and
10. Any other information that demonstrates the organisation’s capabilities. In particular, NZTE is interested in learning about the respondent’s previous experience
developing and delivering Services in the subject areas listed below, Topics • Business Planning • Marketing Strategies • Finance • Business Systems • Managing Resources • Governance • Sustainability
• Lean Manufacturing / Business Operations • Export
12
Appendix 1: Provisional Eligibility Criteria for Business
The following is the provisional criteria that will be used by the Regional Partners to identify businesses that may be provided with Vouchers as a subsidy toward the costs of accessing Services. Businesses must:
• have fewer than 50 full time employees, • be operating in a commercial environment, • be registered for GST in New Zealand,
• be privately owned, or a Maori Trust or incorporation under the Te Ture Whenua Maori Act 1993 or similar organisation managing Maori assets under multiple ownership,
• demonstrate a desire to innovate and grow, and
• have undergone an assessment with a Regional Partner.
Appendix 2: Capability Development Voucher Scheme management process
Draft process for managing the Capability Development Voucher Scheme
1 NZTE plans to list all Providers selected by NZTE who deliver qualifying Services on a website with a short description of what each Provider offers and a link to the Provider’s own website to enable business owners / managers to obtain further information on Services that have qualified for the Capability Development Voucher Scheme.
2 NZTE will supply wording that can be used on the Provider’s own website to highlight to which Services a business owner/manager can use their Vouchers for.
3 The Regional Partner will issue Vouchers when appropriate to qualifying businesses in the form of a PDF document that will be emailed to the business owner/manager.
4 When a Provider receives a booking request or registration accompanied by a Voucher they should contact the Regional Partner that issued the Voucher to check the Voucher’s validity. 5 When the validity is confirmed and the booking is accepted the business owner/manager should
be made aware of the Provider’s cancellation policy. The business owner/manager is expected to abide by this policy.
6 Once the Provider has delivered the Service and subject to paragraph 8, the Provider should invoice NZTE for the value of the Voucher and supply a spreadsheet in electronic form with the details of the Voucher and the attendees. The spreadsheet must also include any details of attendees that have used Vouchers to book Services and then cancelled or not shown up. NZTE will supply the Provider with a spreadsheet template to assists with this.
7 NZTE will only reimburse Vouchers for business owners/managers once they have attended the Service and paid their share of the cost of the Service they attended. If the business owner/manager does not attend the Service NZTE will not reimburse the Provider for the voucher, and the provider may seek the remainder of the cost from the business owner/manager.
8 Providers should invoice NZTE for Vouchers on a monthly basis when Vouchers have been redeemed by business owners/managers. We prefer that a single invoice be submitted to cover all of those Vouchers redeemed in a month.
9 A document outlining the processes and guidelines will be supplied to all Providers once Services are qualified.
Future process for managing the Capability Development Voucher Scheme
1. NZTE plans to develop an online facility to manage the Capability Development Voucher Scheme.
2. Each Provider will be given an access code to enable them to up load their qualified Service information for business owners/managers to see.
13 3. Business owners/managers will able be able to use the online facility to select, and possibly book and pay for, Services they wish to attend. There will also be functionality to allow owners and/or managers to provide feedback on Services after they have accessed them. This feedback will be visible to other users and will be subject to the terms of use of the online facility once developed,
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Appendix 3: Business Assistance Landscape
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15
Appendix 4: Qualifying Service Subjects
Services covering the following subjects may qualify for the Voucher Scheme.
MARKETING STRATEGIESMarketing planning Market research Competitive advantage Market targeting/segmentation Promotion/lead generation techniques Sales strategies
Branding
Client management Pricing for market Consumer rights E-commerce BUSINESS PLANNING Goals Vision/Mission Growth strategies SWOT analysis Competitive advantage/opportunity Targets
Operational and action plans
BUSINESS SYSTEMS
Information and financial systems Record keeping
Organisational efficiency
Operational systems and procedures E-commerce
Benchmarking Distribution
FINANCE
Financial reports & ratios Costing and pricing
Budgeting and cash flow planning Taxation
Credit/debt management
BUSINESS SUSTAINABILITY What is sustainability?
Factors in creating a sustainable business Understanding the implications of your business choices Benefits of sustainability Customer expectations Financial cost-benefits Reduction strategies Procurement selection Business culture MANAGING RESOURCES HR planning Recruitment Motivation Leadership/managing people Performance appraisals Conflict resolution Employment compliance Health and safety Time management
Intellectual Property protection Leveraging stakeholders/relationships Business excellence
Benchmarking
Business resource planning E-commerce
Project management GOVERNANCE
Obligation under the Companies Act Roles and Responsibilities
Governance Documents Legal Structure
LEAN MANUFACTURING / BUSINESS OPERATIONS
Introduction to lean manufacturing Principles Benefits and pitfalls of lean manufacturing Lean manufacturing process
Lean tools and methods Measurement
Implementation of lean
Supporting systems and activities for lean
EXPORT
Are you ready for exporting? Getting started in exporting Planning for export success Market entry strategies Market research
International sales and negotiation Exporting online
Tender and proposal writing Trade fairs
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Eligible Training Topics - Topic definition
BUSINESS PLANNING
• Goals - goal setting, planning personal growth and business development. • Vision/Mission
• Growth Strategies and Strategic Planning • SWOT Analysis
• Competitive Advantage/Opportunity - competitor analysis, identifying key selling proposition and competitive advantage.
• Targets - setting realistic and measurable targets, ratios and benchmarking.
• Action/Operational Plans - developing action plans (human resources, marketing, production, finance, innovation plans) to achieve targets.
MARKETING STRATEGIES
• Marketing Planning - developing a marketing plan, setting marketing budgets, measuring results. • Market Research and Planning - benefits and methods of market research, analysis of results,
product/service development and innovation.
• Competitive Advantage - identifying, developing, leveraging and sustaining competitive advantage. • Market Targeting/Segmentation - selection of target markets, customer profiling, developing
specific marketing tactics for target markets.
• Promotion/Lead Generation Techniques - Promotional planning, setting promotional budgets, promotional strategies include personal selling, direct mail, email, website promotions, publicity, public relations, sales promotions, word-of-mouth, advertising etc.
• Sales Strategies - selling skills and techniques.
• Branding - developing and maintaining a strong brand, using branding to add value to a business. • Client Management - Creating, maintaining and enhancing strong relationships with customers and
other stakeholders.
• Pricing for Market - pricing strategies, discussion of external factors that impact on pricing decisions e.g. the nature of the market, demand, competition, and other environmental considerations.
• Consumer Rights - relevant legislation e.g. The Fair Trading Act, The Consumer Guarantees Act, Standards.
• E-commerce - e-marketing, strategic use of websites, the Internet and other technology as marketing tools e.g. better communications, improved market research, lower costs and greater customer convenience.
FINANCE
• Financial Reports and Ratios - layman’s understanding of financial reports (i.e. balance sheet, profit and loss) and ratios to facilitate decision making and understanding of the key drivers of profitability.
17 • Costing and Pricing - understanding fixed and variable costs, how to calculate product or service costings, understanding and calculating breakeven, determining the most profitable areas, setting prices.
• Budgeting and Cash Flow Planning - preparing budgets and cash flow forecasts, setting and managing financial targets.
• Taxation - types of tax e.g. Provisional and Terminal, GST, PAYE, and FBT; basis of calculation and payment. Reviewing business structure to minimise tax obligations.
• Credit/Debt Management - management of debtors and creditors to maintain liquidity, tips for debt collection. This topic needs to draw attention to the need to monitor, encourage good habits of chasing debts and longer term planning and matching of cash needs with cash resources.
BUSINESS SYSTEMS
• Information and Financial Systems - increasing organisational efficiency, identifying information types, databases, financial systems, storage media, tracking data through processes, managing data, tracking manual and electronic information flows, flow analysis and re-engineering.
• Record Keeping - processes and procedures for organising, processing and storing business related data relevant to an organisation.
• Organisational Efficiency - setting up efficient office systems, reducing businesses costs through effective business systems, improving workflow, information technology.
• Operational Systems and Procedures - identifying, setting up and documenting organisation procedures, retaining "in head" procedures when key staff exit the organisation.
• E-commerce - on-line trading, e-business applications, b-2-b/b-2-c commerce, integration of backroom systems with front-end.
• Benchmarking - the systematic and continuous process of identifying, learning and adapting best practices from national and international businesses in the same industry in order to help a business improve its business performance.
• Distribution - best ways to store, handle and move products and services so that they are available to customers at the right time and in the right place.
MANAGING RESOURCES
• HR Planning - identifying the human resource requirements e.g. organisational design, capacity and staff contingency, skill planning, current staff skill sets, future staffing needs and recruitment and succession planning.
• Recruitment - job analysis to determine type of person and skill level required; methods of recruitment; interviewing techniques; selection testing; reference and background checking; induction programmes and early review for new recruits; employment law relating to recruitment. • Motivation - how different people are motivated, systems for dealing with those differences,
co-ordination of performance measurement and motivation levels, how business culture can impact on productivity and staff morale and what can be done to influence this.
• Leadership/Managing People - attributes of good leaders, effective communication, directing, coaching, supporting and delegating to improve the performance of the business.
• Performance appraisals - systems to measure competency, provide feedback to staff/management, have performance improvement as an outcome, reward performance, facilitate career development and focus the employees on those tasks which are strategically important to the business.
18 • Conflict Resolution - tools and techniques to identify and manage conflict in the workplace.
• Employment Compliance - employer obligations when employing people, including PAYE (registration, making payments, completing forms), ACC (registration, earner premium, employee premium, and residual levy), the Human Rights Act and the Employment Relations Act.
• Health and Safety - creating a healthy and safe working environment, including discussion of the Health and Safety in Employment Act, creating and implementing a health and safety plan.
• Time Management - a framework for delegation, short-term goal setting and prioritising work. • Intellectual Property Protection - Understanding what intellectual property is, what can be legally
protected (copyright, trademarks, patents, registered designs, licenses), how to go about it and costs, non-legal forms of intellectual property protection and formulating your intellectual property strategy.
• Leveraging Stakeholders/Relationships - recognising key stakeholders (customer; supplier; community; industry); understanding the relationship that exists with each and how that relationship can be strategically leveraged to create win-win partnerships.
• Business Excellence - strategy for producing goods or services which meet or exceed the required standards of quality, timing, quantity, consistency and cost, relative to market expectations.
• Business Resource Planning - capacity planning, production scheduling, equipment requirements, plant layout, material requirements and suppliers, inventory control and quality control requirements. • E-commerce - harnessing e-commerce tools to build on and/or maintain the sustainable competitive advantage of your business. Understand the different types of e-commerce, the benefits to be achieved using e-commerce and the costs involved.
GOVERNANCE
• Obligations under the Companies Act
• Roles and Responsibilities– for Directors, Board Members, Trustees • Governance Documents
• Legal Structure EXPORTING
• Are you Ready for Exporting? - why export, overview of the practical side to exporting: freight, finance, pricing, foreign exchange, documentation, terms of sale; an overview of the strategic side: research, marketing, promotion and market entry strategies.
• Getting Started in Exporting - the export process, strategic market selection and research, freight, finance and documentation, determining the best market entry strategy, selecting the right business partner, intellectual property and branding, pricing for export, developing promotional tactics, e-marketing, making the sales pitch, and export planning.
• Planning for Export Success - strategic market selection, market research, intellectual property protection, pricing and marketing.
• Market Entry Strategies - market entry options: direct marketing, distributors and agents, strategic alliances, joint venture partners, contract manufacture, sale of technology, licensing, franchising, setting up an overseas office, and overlapping models. How to build effective relationships with offshore partners, choosing the right partner, achieving a win/win relationship, agreements and contracts, and measuring your partner’s performance.
• Market Research - how to develop a brief and framework to undertake market research, reliable and informative sources of information and resources, using research information as part of your export marketing plan.
19 • International Sales and Negotiation - understanding the sales process and buyer motives, developing your sales pitch and point of difference, presenting a strong business case, effective presentation techniques, handling objections, sharpening negotiation skills, closing the deal.
• Exporting Online - The reasons for exporting online, defining your target audience/customer, developing an internet strategy, the components of an effective website, key internationalisation issues including tariffs, language and getting paid, marketing your website and system security. • Tender and Proposal Writing - developing tactics for smart tender selection, where to find
tender/proposal opportunities, understanding the purchasing process, writing powerful proposals, developing strategies to put the bid with strategic partners, review process to learn from previous tenders.
• Trade Fairs - integrating trade fairs into your promotional mix, setting specific objectives, knowing your target market, getting on your target market’s “must see list”, handling booth traffic, effective lead gathering and follow up.
BUSINESS SUSTAINABILITY
• What is Sustainability? - Economic, social and environmental sustainability.
• Factors in Creating a Sustainable Business - Making sustainability part of your vision. Leader’s commitment to sustainability. Choice and use of resources that ensure the most effective use of resources. Business systems and processes that support the most efficient and effective use of key resources. Consideration of external accreditation to verify business practices and operations. • Understanding the Implications of your Business Choices - Sustainability is incorporated into
the design of products or services, their manufacture or delivery, and the business takes responsibility for the whole of the life cycle.
• Benefits of Sustainability - cost savings, competitive edge, brand/marketing benefits, environmental, social/community.
• Customer Expectations - understanding customer expectations, emerging niches, trends, leveraging your sustainability, accreditation programmes.
• Financial Cost-Benefits - analysing the financial impact of sustainability.
• Reduction Strategies - waste reduction, reducing or switching resources, cost of waste vs. cost of disposal, reuse and/or recycling,
• Procurement selection - supplier sustainability practices and credentials and raw material sustainability.
• Business culture - people and communities are invested in and staff behaviours reinforcing sustainability are supported. Regular communication and feedback on progress towards sustainability.
LEAN MANUFACTURING / BUSINESS OPERATIONS
• Introduction to Lean Manufacturing Principles - the systematic approach to eliminating waste from processes so that every part of the process adds value to the customer. Identification of activities or work that are: value adding, non value adding, waste.
• Benefits and Pitfalls of Lean Manufacturing
• Lean Manufacturing Process - specify value, identify value stream and eliminate waste, create flow, create pull (produce only what is needed when requested), aim for perfection.
• Lean Tools and Methods - including: value stream mapping, continuous improvement, pull (kanban), flow, total productive maintenance, quality at source, points of use, quick changeover
20 (SMED), standardised work, batch reduction, teams, 5S, visual management, plant layout, poka-yoke.
• Measurement - define lean measures, measure, analyse, improve, control.
• Implementation of Lean - determining the scope, project management structure, responsibilities and accountabilities, integrating and aligning the teams, documentation, communication.
