Motivation multipliers

Clichéd as it may sound, really making a difference is the motivator that came through most strongly amongst the companies spoken to for this article.

Christchurch-based Dynamic Controls makes electronic controls for wheelchairs and scooters, but for chief executive Charlotte Walshe, it is not just about making black boxes and sending them out the door.

“Our technology and innovations really enhance the lives of people with disabilities, and we must not lose sight of that,” she says.

Staff often join or stay on with the company to make a difference, and being proud of what they do makes employees engage with the business, she says. But it has to be more than just fine words.

“We’re running workshops across the company looking at our culture and values. That doesn’t mean corporate stuff, but the basics – respect, honesty, integrity.”

The company wants to focus outwards, on its customers, so helps its staff connect with the disabled people it exists to help, she says. Employees are encouraged to meet with people with disabilities, to learn about their lives and what they need.

“It’s a simple technique, but has brought a whole new level of depth to the business.”
 
NZ Merino, a brand established in 1996 to market this country’s high country wool to the world, has worked to add value to a traditional product, driven by a desire to boost its profile and returns, and to promote New Zealand to the world.

“I knew New Zealand’s primary sector had great potential to earn better if we could tell a story of substance around it,” says John Brakenridge, the chief executive of NZ Merino. 

“When we started, merino was being blended with other wools, and didn’t exist in the outdoor clothing market.“

He knew the story of merino was not being told well enough, and was convinced the fine, warm fibre had a place in the high quality clothing market. An early association with outdoor clothing company Icebreaker worked well for both partners.

“We worked together to define and grow the market,” says Brakenridge. Stable three year contracts with Icebreaker also give pricing certainty in a commodity where boom and bust cycles have been a major impediment to success. “Fifty percent of our merino is now contracted,” he says.

Research and development

Another strong common motivator of success amongst the larger companies Bright spoke to was research and development.

“For us, being able to identify our product’s attributes and benefits is essential – part of our desire to differentiate our product in the market,” says Brakenridge.

“Part of telling our story successfully is to be able to back up the claims about how good our product is with hard evidence. We’ve worked extensively with the University of Otago, and we’re continuously developing new products.”