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POBB 2014 Insights - Food and Beverage print Print

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The 2014 ANZ Privately-Owned Business Barometer provided a number of key insights into a variety of commercial sectors in New Zealand. This article takes you through the what we learnt about the Food and Beverage sector.

With the promise of growth fuelling a stronger economy, confidence and expectations amongst privately-owned businesses are at long-term highs and none more so than in the food and beverage sector. The question is, will these expectations be transformed into a tangible reality, and if so, how?

Food and Beverage leads the way

The New Zealand food and beverage sector is one of the best-placed to capitalise on the coming growth wave, and has in fact maintained this enviable position for several years now. The complementary external factors remain and important lessons have been learnt to ensure our competitive advantages are preserved.

Of those food and beverage business owners who responded to the latest ANZ Barometer, 81 per cent were slightly to very optimistic about their business over the next 12 months (compared to 64 per cent in 2012). While 78 per cent of other business owners also shared the same levels of optimism, it is clear that those in the food and beverage sector see greater opportunities for growth.

Offshore markets beckon 

While the New Zealand economy is set to reach ‘rock star’ status among countries in the OECD, businesses looking at growth above 25 per cent, even over a three year period, will be hard-pressed to realise this domestically alone. The number of New Zealand food and beverage businesses already operating internationally has not increased since the last ANZ Barometer (25 per cent), and those that are aspiring to operate overseas account for only 47 per cent. 

Key concerns are a major inhibitor to growth

The availability of skilled staff, lack of capital or access to funding, and the cost of labour are key concerns for those operating in this sector. Those who successfully address these will be better positioned to realise the benefits that growth will bring, while those who do not will struggle to convert their optimism into real results. Macro concerns, such as commodity price movement and domestic competition or market pressure are also top of mind for food and beverage owners, but not more so than in previous years.

Harness the growth wave with ANZ Food and Beverage Specialists 

We know the opportunities to be had in the food and beverage sector are impressive: not only do we have the growth markets of Asia-Pacific on our doorstep, New Zealand also has a global reputation in the industry that commands a premium price. While these opportunities are attractive, we also know they do not come without their challenges, which is where our specialist insights and connections may be of help.

ANZ Food and Beverage Specialists are there to support you in taking your business to the next level by providing the industry knowledge and local and global connections required to see your business succeed. Whether you are an established business looking at new opportunities, or a growing business in need of sector expertise, our Food and Beverage Specialists can help turn your aspirations into reality.

Building a sustainable growth platform

What should business owners be doing now to seize the opportunities available, while at the same time build a platform that will ensure their business can weather the next storm and come out even stronger?

Scale and collaboration creates options

The lack of scale in New Zealand’s food and beverage businesses makes it difficult for many to withstand the volatility of markets and business cycles. Scale creates opportunity through capability and choice, and while many note the extensive benefits to be had, the need for scale seems to be under-appreciated.

  • 10 per cent of food and beverage owners are looking at mergers and acquisitions to drive business performance.
  • 19 per cent of food and beverage owners are looking at partnerships and joint ventures to drive business performance.

Collaboration is also a strategy which can yield significant rewards that would not otherwise be achievable if simply going it alone. This could mean joining forces, or simply sharing insight with, a competitor to tackle an international market opportunity, which you otherwise would not be able to satisfy, or forming an industry body to pool resources for research and development which everyone could benefit from.

Inspiration and planning create a competitive edge

Inspiration can come from many different places, and for those in the food and beverage sector, it is essential to be immersed in the markets that you want to operate in to ensure your ideas really hit the mark with your target audience. Getting inspired is not enough though; if you want to see tangible outcomes, you will need a plan to help you get there and someone to keep you accountable along the way.

  • 92 per cent of food and beverage owners have a goal that really motivates them.
  • 28 per cent of food and beverage owners involve their staff in goal setting.

Investment encourages long-term sustainability

Investing in your business is critical to ensuring the long-term viability of your operations, but this should not just be limited to acquiring physical assets. Sometimes the best investment you can make is in yourself as a business owner and in your people. Likewise, investment in research and development or breaking into new markets may be more beneficial than tying up your capital in plant and equipment.

  • 14 per cent of food and beverage owners are looking at research and development to drive business performance.
  • 29 per cent of food and beverage owners would like advice on how to improve productivity.

To find out how ANZ can help your business, contact Andrew Chambers on 09 252 3105

View the full Food and Beverage report (PDF, 107kB)

You can find out more about the ANZ Privately-Owned Business Barometer and download the full report at

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