1

OtagoMBAInternational Business WeekUniversity of Otago Auckland Centre18 - 22 July 2010MBA 34

2

ProgrammeOTAGO MBA INTERNATIONAL BUSINESS WEEK 18 – 22 JULY 2010

SUNDAY 18 MONDAY 19 TUESDAY 20 WEDNESDAY 21 THURSDAY 22 0830 0830 0830 0800 Warm up Warm up Warm up Ian Lafferty Ian Lafferty Ian Lafferty 0900 0900 0900 Dan Brenninkmeyer Richard Kleinert Strategy for Syndicate Fonterra Deloitte IB success presentations International start consultancy

1030 Break 1030 Break 1030 Break

1100 1100 1100 Graham Stuart André Everett Syndicate coaching Sealord Group China 1230 Lunch 1230 Lunch 1230 Lunch 1200 Lunch

1500 1330 1330 1400 1300 Don Walker Mark Roxburgh Geoff Cassells First business Second business Introduction to IBW Strategy & site visit site visit Planning Manager Venture Capital 1530 Zespri International Richard Mitchell Cluster competitiveness

1630 Break 1500 Break 1500 Break 1630 – End

1700 – 1900 1530 1530 1700 Richard Mitchell Don Walker Rob Cameron Syndicate Wine sector & Global overview Cameron Partners preparation time guidance for syndicates Investment banking 1700 1700 Wrap-up Wrap-up Don Walker Don Walker

1730 1730 – Break Otago MBA Open night

1900 1830 Free evening Reception at venue IBW Dinner

3

Otago MBA International Business Week (IBW) is an integral part of the Otago MBA core programme. Conducted over one week, IBW involves a combination of special lectures, high calibre presentations and case analysis on international business.

This is the first time IBW will be held in Auckland, New Zealand’s economic capital. Auckland was chosen as the location to facilitate access to speakers from a number of respected multi-national organisations.

IBW is an intensive and comprehensive course of study, different in format to any other experienced on the Otago MBA programme. Between presentations students work in syndicates to prepare a business case study to present to the class and an expert panel who will assess them in a prescribed business setting.

Objectives

The objectives of IBW are to assist students to

look at organisations in a global context and recognise the opportunities and risks associated with operating in international markets

determine how international business differs from domestic business

identify success and failure factors

evaluate the major priorities of companies engaging in international business

evaluate the diverse approaches individuals, companies and industries have taken in specific situations

meet some of NZ’s top international business practitioners.

The course is intensive and requires students to invest a great deal of time and effort over a relatively short time frame. Regardless, students are expected to contribute enthusiastically to individual and syndicate work. While this will not always involve difficult work, the intensive nature of the week will add significantly to the pressures of the learning environment.

The role of the Facilitator

The facilitator’s role is to create a learning environment in which students are encouraged and motivated to find answers to the questions they, and others raise. Facilitators focus more attention on the process of learning than on the content of what is being learned. During class discussions, the facilitator’s role is not to provide impressive answers – rather to ask provocative questions!

We are lucky to again have Don Walker as facilitator for IBW. Don will help students focus on higher order learning activities, such as integration and application.

Introduction

4

Academic Mentors

Richard Mitchell and André Everett, both from the University of Otago School of Business, will be available during the week to coach student syndicates. They will provide guidance to students in preparation for presentations and will participate as part of the assessment panel.

Preparation for Class

IBW uses a combination of mini-lectures, guest speakers, presentations, business visits, videos, discussion and case analysis to facilitate learning and to satisfy the course objectives. The classroom sessions will be supported by a set text and a PowerPoint presentation by Ben Grayson (BCG). Participants will be expected to use these for background reading:

Daniels, J. D., Radebaugh, L. H., & Sullivan, D. P. (2007). International Business: Environments and Operations. New Jersey. Pearson Prentice Hall.

Grayson, B. (2009). Clusters and Competitiveness. www.otagomba.co.nz/otago_mba_blog/article/202.

Porter, M. E. (1998) Clusters and the new economics of competition. Harvard Business Review, 76(6), 77-90. Available to students on Blackboard.

Galvin, J., Hexter, J., & Hirt, M. (2010). Building a second hone in China. McKinsey Quarterly. Available to students on Blackboard.

Those students who prepare well for the sessions will be able to contribute more, develop better understanding of issues and therefore derive most benefit.

5

24-hour access to Centre

Each Syndicate will receive two Nedax after hours access cards which allow 24 hour, 7 day entry to the Centre for a specified period.

The card remains the property of the University of Otago at all times and you are required to return it, along with any door key(s) you may have, at the completion of IBW.

Computer Resource Room (CRR)

Room 4.39 (CRR) has ten PCs networked to a printer in the room. The PCs are connected to the Campus Network in Dunedin and have a variety of software and Computer Assisted Learning programs, as well as access to student e-mail, Remote Library Services and the Internet.

Never leave a PC you’ve logged onto unattended –log off if you have to leave the CRR.

Common Room

Reference texts, periodicals and a daily copy of the NZ Herald are available and are not allowed to be removed from the Common Room, although student travel promos and the like, which are on the side tables, can be taken away.

The Common Room has two PCs connected to the University of Otago network, operating the same way the PCs do in the CRR and are also networked to the printer in the CRR. Auckland students can access the same electronic resources as students on the Dunedin campus. To access Library databases from either room you will need to utilise your username and password.

Bottled water

For the protection of equipment and learning materials only sipper bottles of water are permitted in the Common Room or CRR. There should be no eating in these rooms! Please leave all rooms in a tidy state after use.

Car parking

There is no student car parking at the Centre during weekdays before 5.45 pm. If you require a car-park please speak to Nathan.

If you are using a car park you will require a Nedax access card for entry to, and egress from, the parking spaces beyond the barrier arms and to descend to the car park in an elevator after 6pm weekdays, as well as weekends and Public Holidays.

Kitchen

There is a compact, general use Kitchen on Level 4. Student-use crockery and cutlery is available from the cupboards above the sink bench. Soiled crockery and cutlery must be placed in the dishwasher after using – please do not leave in the sink or on the bench for someone else to process!

Caterers also use this facility from time to time when external clients rent teaching rooms for courses, so please be tolerant when this happens.

The Staff kitchen on the Myers Park side of Level is 4 is out of bounds – staff only please.

Noise levels

Please keep noise levels in the corridors and Lobby to a minimum in consideration of other Centre users.

Power conservation

Electricity conservation is very important, so please turn off room lights when you leave and, if you are the last to leave at night ensure corridor lighting is off as well. Please inform Reception if any electrical fittings are broken or need new bulbs.

Venue information

6

Security

Please ensure all doors are securely closed (and, where necessary, locked) behind you. The Auckland Centre must be kept secure at all times. Security cameras operate in the Centre, including the Computer Resource Room, for your added safety and the security of University assets.

For your convenience there is a telephone in the general kitchen. This phone is enabled for local calls only – no mobile or long distance numbers can be called. The phone number is 373 9740. If you are calling the Dunedin campus, you need only dial the last 4 digits. When calling local numbers please remember to first dial 1 for an outside line.

After hours: Be vigilant when entering leaving the building at night. If you feel insecure, leave with a colleague if possible, otherwise stay inside the building until the situation clears. Likewise, if you are suspicious of any activity of any kind within or around the Centre please contact afters security call free on 0800 358 188.

If you have any immediate concerns for your safety, use the phone in the Kitchen to dial 111- dial 1 first for an outside line. The address you are at is University of Otago House, main street entry level, 385 Queen Street.

Fire & emergency evacuation

If the fire alarm rings continuously you must evacuate the building immediately and proceed to the assembly area on the Queen Street sidewalk in front of Myers Park. Follow all instructions given by Fire Wardens. Do not run, pass others on stairs or take hot drinks with you. Fire evacuation instructions are on the whiteboards in the teaching rooms, and copies are available from Reception.

Please do not use the Fire Exits as a general exit or short cut because you will be trapped in the stairwell with no easy way of getting out! Use these only during a genuine emergency when smoke, flames and/ or debris prevent you leaving through a normal exit door.

Carry your Student ID card

Random after hours security patrols take place daily. You are required to show your University ID card whenever asked by a Security Guard after hours, or Auckland Centre staff, for example when having printing funds added to your account, so please carry your University of Otago Student ID card with you at all times.

University of Otago Auckland Centre University of Otago House 385 Queen Street, Auckland 1010P O Box 5543, Auckland 1141

Administrative Assistant: 373 9700

Centre Administrator: 373 9705

Shared kitchen, Level 4: 373 9740

After hours security company: 0800 358 188

Graham Bateman after hours: 027 476 2334 or 444 5135

7

A Atin

David

Christan

Pieter

Glen

Dita

B Raghavan

Adrian

Marieke

Randy

Ebën

Cindy

Angus

C Melanie

Nathan

Alex

Diwaker

Fabia

Michele

Jordi

D Ali

Brendon

Michel

Patrick

Jacquie

Manish

Sarah

MBA 34 Syndicate groups for IBW

8

There are three areas of assessment for this course.

1. Syndicate – Cluster competitiveness presentation with one page executive summary 30%

2. Individual – Learning outcomes report 20%

3. Brain stretch report 50%

Students must gain at least 50% in each aspect to pass the course.

Syndicate assessment – cluster competitiveness presentation 30%

Presentations are scheduled for Thursday 22 July and will involve 30 minutes for each presentation followed by 15 minutes for discussion.

Each syndicate will choose an industry cluster with a focus on an international business market. Syndicates must research and analyse their chosen cluster as a possible investment target, and present their findings to the assessment panel.

Suggested industry clusters to choose from:

Only one Syndicate can present on each cluster. Syndicates are permitted to choose a different cluster not on this list if they wish. Syndicates must notify Olga in writing by email (olga.mba@otago.ac.nz ) of its choice by 5pm Friday 9 July. Choices will be allocated on a first come first served basis, so it would be wise to have a second choice available.

Assessment panel for presentations

• DonWalker(willalsobedoingtheindividualassessment) Email: donwalker.orchard@xtra.co.nz

• AndréEverett Email: andre.everett@otago.ac.nz

• RichardMitchell Email: richard.mitchell@otago.ac.nz

Assessment

9

Format

Syndicates will take on the role of outside consultants commissioned by the Good Fortune Private Equity Investment Group to advise on the investment-worthiness of their selected cluster. The assessment panel represents the principals of the Group who are considering significant investment in New Zealand industry clusters with a dominantly export market focus.

Essentially, the panel wish to hear from their selected consultants whether or not the cluster under review merits investment. This hinges on its forecast future in the global marketplace.

Each syndicate will therefore need to assess such key issues as

• thepresentsituationoftheindustry

• itsstrengthsandweaknesses

• itsinternationalcompetitiveness

• successandfailurefactors

• theresourcerequirementsnecessarytoboostglobalpresenceandearnings,andlikelyprospectsoffshore.

The investor Group requires clear, well supported positive or negative recommendations of sufficient quality to enable it to decide whether or not it is worthwhile commissioning a detailed pre-investment due diligence of the cluster, industry or sector in view.

The presentations will thus replicate a real-life setting which students are bound to experience in their business lives if they haven’t already. They should present themselves accordingly i.e. “dress to impress” and be prepared for hard questions from the Investor Group. With only 30 minutes to present, they will need to focus on the fundamentals and develop their roles as knowledgeable consultants who would very much like to be re-engaged by the Group for any follow-up exercise such as a due diligence process with a favoured cluster for example.

Individual assessment – Learning outcomes report 20%

Report submission date: 5.00pm Friday 6 August 2010

Provide a written report identifying the personal learning outcomes associated with attending the course, and the value that they assign to it. The report should not be more than 4 pages long.

Submission: Hard copy report to be submitted to Nathan B. and electronic copy to olga.mba@otago.ac.nz

Brain stretch report 50%

Report submission date: 5.00pm Friday 20 August 2010

Each student should choose one particular issue, situation, special view point, comment or idea raised by a visiting speaker during the week. Each student will then prepare an in-depth report providing a thorough analysis of their chosen topic with supporting research. The report should be between 2,500 and 3,000 words in length.

Submission: Hard copy report to be submitted to Nathan B. and electronic copy to olga.mba@otago.ac.nz

10

Assessment Criteria

High Achievement (A range)

• Clearlyidentifythekeylearningpointsfromthiscourseandavoidirrelevance

• Demonstrateathoroughunderstandingofissuescoveredduringthecourse

• Correctlyandappropriatelyapplytheconceptstoanorganisation

• Useascholarlyapproachtowritingthereport(introduction,bodyofreport–presentationandevaluationofissues, conclusion, references where appropriate)

• Employaccuratespellingandgoodgrammar

Credit (B range)

• Clearlyidentifythekeylearningpointsfromthiscourse

• Demonstrateagoodunderstandingoftheissuescoveredduringthecourse

• Makeagoodattemptatapplyingtheconceptstoanorganisation

• Useascholarlyapproachtowritingthereport

• Employaccuratespellingandgoodgrammar

Pass (C Range)

• Identifythekeylearningpointsfromthiscourse

• Demonstrateasatisfactoryunderstandingoftheissuescoveredduringthecourse

• Satisfactorilyapplytheconceptstoanorganisation

• Useascholarlyapproachtowritingthereport

• Employaccuratespellingandgoodgrammar

Fail (D range)

• Identifymostofthekeylearningpointsfromthiscourse

• Demonstratealowlevelofunderstandingoftheissuescoveredinthecourse

• Onlyadequatelyapplytheconceptstoanorganisation

• Useanunstructuredapproachtowritingthereport

• Employpoorspellingandgrammarwithsomemajorflaws

Plagiarism

Students should make sure that all submitted work is their own. Plagiarism is a form of dishonest practice. Plagiarism is defined as copying or paraphrasing another’s work and presenting it as one’s own (University of Otago Calendar 2010, p212). In practice this means plagiarism includes any attempt in any piece of submitted work (e.g. an assignment or test) to present as one’s own work the work of another (whether of another student or a published authority). Any student found responsible for plagiarism in any piece of work submitted for assessment shall be subject to the University’s dishonest practice regulations which may result in various penalties, including forfeiture of marks for the piece of work submitted, a zero grade for the paper or in extreme cases exclusion from the University.

11

Don Walker

Facilitator

Otago MBA International Business Week

Introduction to IBW

Don Walker has an extensive international business background including 25 years aboard with the NZ Foreign Service. His current roles include Chairman of Equity Partners Infrastructure Co. No. 1 Ltd, NZ Business Advisor to United Water International, NZ Vice-President and Wellington Chairman of the British-NZ Business Association, and Advisory Board Member of the Institute for Strategic Leadership.

Earlier roles included Chairman of Anglian Water International NZ Ltd, Chairman of United Water NZ Ltd, Chairman of the NZ Water Environment Research Foundation, and a Member of the Business Advisory Group of the University of Canterbury National Centre for Research into Europe. While overseas Don was NZ Commercial Minister in London and Washington DC, Ambassador to Austria and Eastern Europe, Ambassador to the United Nations based in Vienna, Permanent Representative to the International Atomic Agency and to the United Nations Industrial Development Agency, and Special NZ Trade Representative to Eastern Europe.

Don is a member of the Institute of Directors, a committee member of the National Press Club, and a Wellington committee member of the University of Canterbury Alumni Association.

Other roles have included Chairman of the NZ Wine Guild in London 1992-94, Assistant Secretary for Industrial Development in the Department of Trade and Industry, Wellington 1974-76, Chairman of Dairy Industries (Trinidad) Ltd in the West Indies (a NZ Dairy Board subsidiary), and Government Representative on the Boards of the Development Finance Corporation, NZ Steel Ltd, Natural Gas Corporation, Overseas Investment Commission, Industrial Design Council, and Productivity Advisory Council 1974-76.

Don received his Master of Arts degree in History from the University of Canterbury and recently contributed as a member of the editorial group for “Agents Abroad: the Story of the New Zealand Trade Commissioner Service” published by Penguin in 2009.

12

13

Dr Richard Mitchell

Senior LecturerDepartment of TourismUniversity of Otago

Cluster competitiveness

Dr Richard Mitchell’s teaching experience is wide ranging but in recent years has focussed on the hospitality aspects of tourism. Richard’s core research interests lie in the relationship between food, drink, people and place. This includes the investigation of cooperative business behaviour in food and drink production both within the sector and with other sectors.

As Chair of the New Zealand Food and Wine Tourism Network since 2007, Richard actively applies lessons learnt from over a decade of food and wine tourism research to the development and management of a nationwide network of businesses.

Richard’s major works have included

1. Hall C. M., and Mitchell, R.D (2008). Wine Marketing: A Practical Guide. Butterworth Heinemann, Oxford.

2. Hall C. M., Sharples, L., Mitchell, R., Cambourne, B. and Macionis, N. (eds.) (2003), Food Tourism Around The World: Development, Management and Markets. Butterworth Heinemann, Oxford.

In 2000, Richard took up a position as a lecturer at the University of Western Sydney and then was appointed as Senior Lecturer in Tourism Marketing at La Trobe University in Melbourne. In 2003 he returned to the University of Otago, where he has been a Senior Lecturer in Tourism. Richard has also been a visiting Professor to Reims Management School in France, working alongside the Chair in Champagne Management. Richard has had a long association with the University of Otago having completed a Bachelor of Arts with Honours in Geography in 1992 followed by a Postgraduate Diploma in Tourism and then his PhD in 2004.

14

15

Dr Richard Mitchell

Senior LecturerDepartment of TourismUniversity of Otago

The wine sector and guidance for syndicates

16

17

Dan Brenninkmeyer

ManagerGroup Strategy & Corporate FinanceFonterra Cooperative Group Limited

Dan Brenninkmeyer joined Fonterra’s strategy group in 2008, and has worked on a wide-range of projects, including developing Fonterra’s Corporate Strategy and Business Plan and developing Fonterra’s long-term New Zealand competitiveness strategy. In addition, Dan has worked on several merger and acquisition opportunities.

Prior to Fonterra, Dan worked as a management consultant at Bain & Company and the Boston Consulting Group in New York and Boston, focusing on the financial services and retail sectors. In addition, Dan worked as an analyst with Morgan Stanley in investment banking in New York focused on the transportation sector and in the real estate fund in Hong Kong focused on acquiring non-performing loans in Asia.

Dan Brenninkmeyer received his MBA from the MIT Sloan School of Management and a Bachelor of Arts (cum laude) in economics from Williams College.

18

19

Graham Stuart

CEOSealord Group Ltd

Graham Stuart has been the Chief Executive of the Sealord Group since July 2007. He has accumulated well over 20 years of senior management experience in a number of diverse leadership roles including CEO of Mainland Products, Managing Director of Lion Nathan International, Commercial Director with the New Zealand Dairy Board, Chief Financial Officer then Director of Strategy for the Fonterra Co-operative Group.

Graham played an integral leadership role in the merger that led to the formation of Fonterra in 2001 and played a prominent part in several major initiatives. In 2006 for example he led merger acquisition and divestment projects totalling more than $1 billion in value.

During this career Graham Stuart and his family have spent time living in Boston, Shanghai and Sydney. Graham has a Bachelor of Commerce with First Class Honours from the University of Otago and a Master of Science from Massachusetts Institute of Technology and is a member of the New Zealand Institute of Chartered Accountants.

20

21

Mark Roxburgh

Strategy and Planning ManagerZespri International

Born and educated in Auckland, Mark Roxburgh completed his B.Sc. in Computer Science and B.Com in Marketing and Finance at Auckland University. His career has spanned a number of business functions including finance, marketing, strategy and supply chain management.

Mark Roxburgh has been at ZESPRI International Ltd for nine years where he has held senior roles in marketing, planning and strategy. His most recent role being Strategy and Planning Manager. ZESPRI is the global category leader for kiwifruit marketing, with sales revenues in excess of $1.4 billion and is a significant contributor to the national economy.

Prior to ZESPRI, Mark was employed by Heinz Wattie’s Australasia (HWA) as Financial Planning Manager, with responsibility for New Zealand financial planning and as Demand Manager – Australasia, being responsible for demand planning and supply chain processes (sales and operations planning) of approximately 2500 SKUs across six production sites located in both New Zealand and Australia.

Prior to this Mark worked for Tasman Pulp and Paper Company/Fletcher Challenge Paper (FCP) for a period of six years. Tasman was one of New Zealand’s largest companies, with an annual turnover in the region of NZD 600 million and was part of the Fletcher Challenge group. Mark held a number of roles within Tasman & FCP (Product Manager for Paper Division, Business Strategy Analyst, and Marketing Analyst) and worked on a number of large projects including the FCL paper strategy as well as the merger of Tasman Newsprint and Australian Newsprint Mills.

22

23

Don Walker

FacilitatorOtago MBA International Business Week

Global Overview

24

25

Richard A. Kleinert

PrincipalDeloitte Consulting LLP

International consultancy

Richard Kleinert leads the Human Capital consulting practice in New Zealand, and also serves as the Human Capital leader for the Asia Pacific region. Richard previously was a partner with Deloitte Consulting in the United States, and held a number of industry and geographic leadership roles. Richard has worked in the human capital field for more than 30 years, both on the employer side and as a consultant. He has had extensive organisational transformation involvement across multiple industries.

His experience covers the spectrum of human capital issues, including change management and learning, total rewards programs, HR operations and technology, organisational development, and talent management. Past clients include Yamaha, Nissan, Toyota, Cargill, The Walt Disney Company, Raytheon, Bell Helicopter, and Hawker Beechcraft.

Richard has an M.A. in applied economics, an M.H.S.A. in medical care organisation from the University of Michigan and a B.A. (Phi Beta Kappa) from the College of Wooster. He is a certified employee benefit specialist (CEBS), a past president of the International Society of Certified Employee Benefit Specialists, charter member of that organisation and sponsor member of The Center for Effective Organisations. He speaks on a wide range of human resource-related topics.

26

27

Dr André M. Everett

Associate Professor of International ManagementDepartment of ManagementUniversity of Otago

China and other emerging markets

Dr André M. Everett is Associate Professor of International Management at the University of Otago, and Adjunct Professor at Huazhong University of Science and Technology in Wuhan, China. After attending universities in Germany, Iceland, and the United States, he earned a doctorate in artificial intelligence at the University of Nebraska-Lincoln, subsequently taking up a teaching position on the Otago MBA programme for six years, then joining the Department of Management in 1998. His teaching specialties are international and strategic management, with research interests including knowledge management, internationalisation of management philosophies, evolution of management strategies, and cultural influences on international business leadership (with a particular interest in China). His writings on international and operations management strategy have been published or presented in over 30 countries, and he has taught in Argentina, Austria, Brazil, Chile, China, France, Israel, New Zealand, and the USA. He supervises several doctoral and master’s students in international, operations, and strategic management.

He is a member of the Academy of Management, Academy of International Business, Decision Sciences Institute, Pan-Pacific Business Association, Production and Operations Management Society, and several New Zealand societies. He is on the editorial advisory or review boards of the Decision Sciences Journal of Innovative Education, Journal of Leadership & Organizational Studies, Journal of Operations Management, Journal of Organizational Change Management, Production Planning and Control, SAM Advanced Management Journal; and Service Business, and has reviewed for about thirty other journals. He may be contacted at Andre.Everett@otago.ac.nz, telephone 0064 3 479 7371, fax 0064 3 479 8173, postal mail Department of Management, University of Otago, Box 56, Dunedin 9054, New Zealand. Language capabilities include English, German, French, and to lesser degrees Icelandic, Spanish, Italian, and (minimal) Chinese.

28

29

Geoff Cassels

DirectorApsley Associates Ltd

Venture capital

Geoff Cassels is an independent Consultant with particular interests in facilitating the growth and development of technology driven SMEs and in the development of a vibrant venture capital industry in New Zealand. An agricultural science graduate from Massey University, Geoff has undertaken postgraduate studies in industrial and international marketing at Victoria University, Wellington and participated in post graduate, business management and strategy programmes in the UK and Australia.

He currently provides expert advice to the Board and Chief Executive of the New Zealand Venture Investment Fund Ltd and Chairs the International Investment Opportunities Fund Advisory Board for the Foundation for Research Science and Technology.

Geoff has previously held management positions with Swiss and British multinational companies covering biotechnology, petrochemical and energy sectors. He has also provided management and advisory input to The New Zealand Trade Development Board, Ministry of Research Science and Technology and the Foundation for Research Science and Technology (FRST) on international trade, trade finance, cross border investment and R and D Funding.

30

31

Rob Cameron

PartnerCameron Partners Investment Bankers

Rob Cameron established Cameron Partners in July 1995. With more than 20 years experience, he is recognised as one of New Zealand’s most experienced and skilled investment bankers.

Rob has led many of New Zealand’s high-profile transactions and advisory mandates over a number of years. Major mandates include advising the Independent Directors of Carter Holt Harvey in relation to the takeover offer from Rank Group Limited, advisor to Fletcher Challenge Forests on the sale of forest assets and to Wrightson on a range of initiatives including the sale of Wrightson Farmers Finance.

In 2001 Rob was appointed leader in the Crown negotiating team to resolve regulatory and commercial issues in relation to a proposed recapitalisation of Air New Zealand. Subsequently, with his colleague Murdo Beattie, he co-led the negotiations on behalf of the Crown which led to the restructuring and recapitalisation of Air New Zealand. Previously Rob has led teams advising Bell Atlantic and Ameritech on the acquisition of Telecom New Zealand, and managing the public float of Telecom New Zealand.

He has a BCA in Economics with First Class Honours from Victoria University and an MPA (Finance & Economics) from Harvard University. He is a Harkness Fellow, a Hunter Fellow of Victoria University, Chairman of the New Zealand Institute for the Study of Competition and Regulation, a member of the Board of Trustees of Special Olympics New Zealand and a member of the Advisory Board for the Victoria University School of Government.

32

33

Success factors in International Business

34

35

Notes

36

37

38

39

40

41

42

43

44