Annex 2: New Zealand's Food and Beverage Sector: A Vision of the Future
New Zealand's Food and Beverage Sector: A Vision of the Future
The government affirms that the Food and Beverage Sector, including associated upstream and downstream industries, is critical to achieving New Zealand's economic transformation. The government considers that a transformed food and beverage sector will display the following characteristics:
Nationally:
- innovation and commercialisation efforts are directed at meeting real market demands and are aligned across government, industry, education and research organisations.
- much greater collaboration, where practicable, in market development efforts;
- a diversified product base, stemming particularly from the space where food, nutrition, health and wellness intersect;
- strong investment and a high degree of entrepreneurial endeavour;
- transparency in producer returns, closely linking production to value and demand;
- attractive and productive work-places;
- a vibrant and innovative local food culture recognised internationally as a key part of New Zealand's national identity and fully integrated as part of our tourism offering and promotion;
- major ancillary industries including the development of several globally significant businesses in agritech and agbiotech;
- New Zealand products commanding premiums based on the use of verified sustainable and carbon efficient production systems combined with robust traceability regimes and a continued strong biosecuirty regime;
- many more food and beverage firms with the strengths in design and marketing necessary to establish strong brands and grow significant businesses exploiting high-value niche markets.
Internationally
- the New Zealand food industry is integrated closely into the global food system, including strategic alliances with the users of ingredients and global super-market chains
- significant outward direct investment to secure ownership of more of the value chain, market share (particularly in growth markets) and all-year round product supply including production closer to markets;
- significant segments in the rapidly growing markets in Asia captured by new or improved products designed around and leveraging off New Zealand's existing strengths and capabilities; and
- new business models are utilised to establish global agribusinesses, including models appropriate for high growth strategies – this may require our larger firms evaluating alternative financial structures, including encouraging stand-apart start-up businesses with their distinctive entrepreneurial culture and management competencies.
Back to Top