Anholt-GfK Roper Nation Brands Index SM and Perceptions of New Zealand research summary

For the second consecutive year, the Anholt-GfK Roper Nation Brands Index^SM ranks New Zealand’s brand image 14^th overall out of 50 nations, assessed by six factors: exports, governance, culture, people, tourism and immigration/investment.

The 2011 NBI report, which includes the NBI indices, question ratings and rankings for 20 panel countries, provides a fresh perspective on New Zealand’s reputation on the global stage and within strategic markets. 

For example, New Zealand has improved noticeably among the Japanese and has strengthened several weaker areas on Culture and People rankings, yet it has experienced modest slippage among a few BRICS markets (Brazil, Russia, and India) and South Korea.  

Late in 2010 New Zealand Trade and Enterprise commissioned more detailed information on how major trading and investment partners view New Zealand. The emphasis was on ‘top of mind’ associations with New Zealand, and perceived competitive advantages and disadvantages in relation to selected ‘competitor’ countries.

The Anholt-GfK Roper NBI 2011 report and the two 2010 reports are available to download below the summary of findings.

New Zealand Trade and Enterprise has also commissioned The Nielsen Company to conduct research into the perceptions of New Zealand business culture and values in selected overseas markets.

The findings present a picture of New Zealand business as “high in human values, but low in business acumen”. New Zealand should not compromise on human values, the research concludes – they are part of our attraction. But New Zealand businesses need to demonstrate the basics of global business protocols if they are to be taken seriously.

The research was conducted in India, South Korea, Australia, China, Japan, the United Kingdom and the United States.

These sites were chosen because of their relevance to New Zealand business, and because these markets are among our largest trading partners.

Below is a summary of the findings across all of the countries covered. See each country’s research section for individual country reports.

Summary of findings

• Business culture and values vary across countries, however global business values are shared. It is these global business values which the research showed New Zealand businesses are often lacking. This contributes to the general low awareness of New Zealand as a business partner.
• In short, New Zealand has a business culture that is perceived to be high in human values and low in business acumen.
• There is respect and admiration for the strength of New Zealand’s human values. These include:

1. an openness and directness that is unusual in international business, but which makes dealing with New Zealand businesses straightforward and agreeable
2. a refreshing honesty which engenders rapid trust (although this can easily extend to naivety on New Zealand’s part)
3. resourcefulness, creativeness and flexibility – all perceived to be due to New Zealand’s geographic isolation, space and limited resources (e.g., capital and government support)
4. wider cultural elements such as an harmonious relationship with Maori, respect for the land, environmental awareness, nuclear-free policy, female Prime Minister etc
5. the success of the family and quality of life as the benchmark (sometimes at the expense of business success).

• New Zealand businesses can communicate in a business-like way, and there are New Zealand business success stories; but the perception is that many companies lack the hunger to be part of an international business community.
• Areas where New Zealand businesses show a lack of business acumen include:

1. low pro-activity and reluctance to follow up phone calls and/or contacts
2. lack of preparation and research into a country’s culture and specific market characteristics e.g., a “what can we sell” approach, rather than asking “what does the market want?”
3. an overly-relaxed attitude towards business. “Give it a go” and “she’ll be right” are unwelcome and unsuccessful attitudes in global business
4. being unwilling to partner or collaborate to help their business go further
5. a transactional approach to business and an unwillingness to establish and maintain relationships. While this issue is particularly strong in China and Japan, all five markets highlighted this as a shortcoming of New Zealand businesses.

• No country showed reluctance to do business with New Zealand, but there is a general feeling that New Zealand businesses need to come up to the mark to be taken seriously as a business partner.
• This does not mean that New Zealand should compromise its human values – they are part of the attraction of New Zealand – however it is essential that New Zealand businesses are able to demonstrate the basics of global business protocols if they are to be taken seriously.