| Land use |
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| Plant and animal genetic resources. | Limits ability to provide new products. | Accessing elite genetics to provide new products and a base for biotechnology. |
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Matching land use to the natural environment (soils, climate, rainfall, vegetation cover, etc).
Carrying capacity. | Enhances / enables increased productivity re: raw materials etc. Influences ability to produce sustainable food and beverage products. | Forum for discussion. Development and implementation of management tools like LENZ (Land Environments of New Zealand). |
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| Business Behaviour |
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| Recruitment and retention of skilled staff. | Limits ability to innovate, produce and respond to market requirements. | Skill and Talent working groups that look at long term supply / demand issues and integrate needs with wider govt policies. |
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| Collaborative interaction. | Potential for inefficiencies and delayed learning. | Facilitating clustering activity and sharing of information / learning. |
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| Short-term vs long-term outlook. | Limits medium - long term strategic planning and R&D - can limit value addition/ extraction and competitiveness. | Development and communication of joint government / industry long term vision and strategy.
Education and awareness. |
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| Investment | See above. | |
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| Focus on realising premium value. | Value left on the table for others to extract. | Education / Awareness.
See "Investment in R&D", "commercialisation". |
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| Factor Conditions |
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- Infrastructure
- Energy - cost and availability
- Transport
- Telecommunications, particularly broadband access
- Water sustainability (allocation, efficiency, quality)
| Potential to affect reliability and cost of production. | Forum for communication. Alignment with the Sustainable Water Programme of Action work programme, lead by MFE/MAF. |
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| Cost of capital. |
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| Labour productivity and availability. |
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| Rural services. |
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| Land use sustainability. |
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| R&D into technologies, and uptake of technologies, that help to make sector practices more sustainable. | | |
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| Intangible Assets |
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| Investment in R&D. | Limits innovation and value extraction. | Provide Govt with information on which to make policy choices. Understand and overcome barriers to industry investment. |
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| Commercialisation of IP and IP protection. | Commercialisation returns reduced / delayed. | Provide Govt with information on which to make policy choices. Understand and overcome barriers to industry investment. |
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| Image and reputation (brand). | Dilution of brand limits ability to extract value. | Forum for understanding challenges of establishing global brands ex New Zealand.
Education / awareness. |
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| ICT / biotech / design exploitation. | Not maximizing the value of a product, or efficiencies in the business. | Ability to leverage off other government initiatives e.g. GIF sectors. |
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| Business and management capability. | Limits ability of companies to grow and develop in most effective way possible. | Skills working groups that look at long term supply / demand issues and integrate needs with wider govt policies. |
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| International |
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| Trade and market access issues. | Potential limitation of available markets. | Engagement could assist prioritisation of market issues facing the industry. |
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| Increased cooperation with Australia. | Possible synergies from cooperation with Australian Food and Beverage sector, e.g. in food standards, international marketing, or economic development efforts. | Identify opportunities and how to utilise them. |
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| Access to and participation in the global value chain. | Potential limitation of value extracted from product - limited information flows from market. | Education and awareness. |
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| Increasing integrity and traceability demands. | Potential limitation of access to markets. | More effective communication to garner consumer and industry views on food safety integrity. |
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| Increasing food standards requirements. | Potential limitation of access to markets. | More effective communication re consumer and industry views on food safety integrity.
Sharing industry understanding with Government. |
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| Point of origin (branding), e.g. New Zealand's clean green image, "100% Pure". | Dilution of brand limits ability to extract value. The risks to NZ's "clean green" image if we don't live up to that image. | Forum for discussion on New Zealand's brand position. |
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| Information asymmetry - that is, access by New Zealand players to market signals and new knowledge. | Potential limitation of value extracted from product and limitation of ability to respond to market in timely fashion. | Forum for Communication. |
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| Increasing pace of change in market demand and structures. | Requires open information flows and responsiveness. | |
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| New competitors. | Requires open information flows and responsiveness. | |
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| International obligations, e.g. WTO, Kyoto. | | |
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| Growing consumer demand for clean green and ethically produced products, particularly from Europe | | |
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| Business Environment |
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| The rules of operation - the legislative and regulatory environment, maintenance of an open economy and sound monetary and fiscal management. | Changes can affect cost of doing business. | Providing government with information on which to make policy choices. |
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| Whole of government co-ordination and engagement, - ease of access to government services, both generic and sector specific and ease of compliance with legal requirements. | Increased synergies and efficiencies. | Engagement could provide an important point of contact for Government agencies with industry. |
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| Tax and related issues. | Appropriateness of regime. | Identification of issues and potential solutions. |
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