Bicultural and External Business Environment

The report discusses the business principles of the Treaty of Waitangi and its relevance in the modern business scenario of New Zealand. It analyses the business profile of Ngai Tahu holdings and its corporate objectives. The report also analyses the growth of Ngai Holdings in terms of both quantitative and qualitative analysis. The business objectives of Ngai Tahu Holdings are increasing shareholder equity, growing the business for future generations, providing annual cash returns to Te Runanga, and developing future strategy and assessing available opportunities. The report also discusses the impact of the external environment on Ngai Tahu holdings, including government policy, legislation and law change, economic dynamics, technology, sustainable management, and social needs. The report concludes that modern businesses can learn a lot from Ngai Tahu's methods and practices, which are socially responsible and promote sustainable development.

Running head: BICULTURAL AND EXTERNAL BUSINESS ENVIRONMENT
Bicultural and External Business Environment
Name of the Student
Name of the University
Author Note

1Bicultural and External Business Environment
Executive Summary
This report’s purpose is to analyse the relevance of maori business principles and its relevance in the
modern business world.Ngai Tahu Holdings is a successful investment venture whose primary goal is
building healthy relationships with government as well as private groups and community sector.It
analyses the growth pattern of Ngai Tahu holdings and the way in which they conduct their business
practices.Its business model is influenced by the fulfillment of social , cultural and economic goals.Its
way of doing business is very unique and socially responsible.It also illustrates the impact of political,
social and economical aspects of Ngai Tahu Holdings.This report also gives a light on the business
objectives of Ngai Holdings and how it applies to Maori principles.The Maori principles are focussed on
sustaining the environment and aim to integrate environmental aspects as well as build a sustainable
profit mechanism for their businesses to grow and develop.It tries to formulate their business practises
in such a way that it can also help future generations to thrive and prosper in the business
environment.It is a holistic way of doing business , which is a one step further than effective sustainable
management.Modern businesses can learn a lot from their methods and practices.A sustainable way of
doing business is the best way to preserve the environment .Maori businesses gleam a shining light on
how to best make use of that.

2Bicultural and External Business Environment
Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................4
Role of stakeholders in the treaty of Waitangi...........................................................................4
The relevance of Treaty of Waitangi's principles to today's business environment..................4
Task 2...............................................................................................................................................6
Business objectives of the Ngai Tahu Holdings:.........................................................................6
Task 3...............................................................................................................................................9
Impact of the external environment on Ngai Tahu holdings:......................................................9
Quantitative Analytical Tool.....................................................................................................10
Qualitative Analytical Tool.......................................................................................................11
Conclusion.....................................................................................................................................11
References:....................................................................................................................................13

3Bicultural and External Business Environment
Introduction
This report gives a detailed insight into the business principles of treaty of Waitangi and its
relevance in the modern business scenario of New Zealand. This report analyses the business profile of
Ngai Tahu holdings and its corporate objectives.It also analyses the growth of Ngai Holdings in terms of
both quantitative and qualitative analysis. The treaty of Waitangi (TOW) is the only treaty of New
Zealand that was formulated between the monarch of the British Empire and the chiefs of the Maori
tribe in the year 1840(O'Brien, 2017).This treaty, however, affects the life of the New Zealand public in
numerous ways , like how they conduct their business and also their way of life.It recognizes the culture
and the business practices of the indigenous people in terms of employment opportunities. It also
establishes equality in business dealings amongst any demographic. Ngai Tahu Holdings is an investment
company and represents a significant phase in the tribe’s long commercial history. They are committed
to prosperity for Ngai Tahu in both presents as well as future generations(O'Brien, 2017).

4Bicultural and External Business Environment
Task 1
Role of stakeholders in the treaty of Waitangi
Considering the Treaty of Waitangi, the stakeholders include government organisations, local
stakeholders such as Maori, local government, community and voluntary sectors.The government
organisations need to work effectively with local stakeholders to promote the significance of the
treaty(O'Brien,2017)Maori have a special relationship with the Crown set out in the treat of
Waitangi.There should be a good framework in place in defining relationships between them at all
levels.The government agencies need to form robust relationships with Maori groups during the
formulation of policies.Local authorities are required to take up more responsibility in developing
strategic co-ordination(Kennedy et al., 2017).Community and voluntary sector organisations play a key
role in representing the opinions of local groups. They also play a role by working with government
groups as a partner. Government organisations need to develop and sustain the ongoing relationship
between the different groups involved(Spence,2016).
The relevance of Treaty of Waitangi’s principles to today’s
business environment
The principles of the treaty of Waitangi, including their relevance in today’s business environment
include:
Protection- A growing trend of enterprises are realizing that application of values in business is not
relevant nor indulgent, but it is an important component of effecient management, covering all facets
of the workings of one company.Common business methods include usage of principles as well as
values to guide the manner in which a particular company and their subordinates operate. The Maori
custom is based upon firm beliefs and a strong moral code which can be used to deploy promote the

5Bicultural and External Business Environment
development of sustainable business(Kennedy et al., 2017). The honoring of Maori spirituality can also
be in pertinent in the modern external business environment. Harnessing spirituality is not a common
practice in business , recent studies have been found that stimulate the usage of spiritual forces and an
enhanced social responsibility in a bid to take advantage in a competitive market. Recent studies suggest
that a mutually beneficial relationship exists between environmentally responsible business methods
and financial benefit solutions. Companies with a structured and well thought out ethical plan do
financially better than corporations that disregard ethical principles as a vital part of management.
Partnership-One of the major initiatives that successful corporations do is create a labour force that
incorporates a broader section of the population. This initiative is a major success because by
incorporating numerous customs and cultures within the business; one can use these skills to reach a
wider community(Kennedy et al., 2017). Maori constitutes the 2nd highest percentage of New Zealand
residents, therefore it might make a huge loss in the market share if not considered properly through
the proper channels. These could be business styles suited to the Maori customers, opportunities that
can be formulated to meet unique customer segments (O'Brien,2017).
Participation- The Maori have a huge population base, which represents a huge labour force.With the
advancement of global business opportunities increasing because of significant advancements in
technology , there is a wider access to a very diverse customer profile. It has put a considerable degree
of pressure on enterprises to correctly staff work force to meet the increase in demand. (O'Brien,2017).
Incorporating Mauri values into company policy- Maori values include harmony, integrity and team
work.They form a strong foundation for the management of the company (O'Brien,2017).A company
culture incorporating a bottom line goal will foster long term success and sustainable growth( Kennedy
et al., 2017).The incorporation of spirituality will build and sustain employee relationships and can be
used to explore competitive advantage.

6Bicultural and External Business Environment
Task 2
Business objectives of the Ngai Tahu Holdings:
The mission of Ngai Tahu Holdings is to be a profitable investment company ,building wealth for
Ngai Tahu and contributing sustainenance to the economy of Ngai Tahu .The business objectives of
Ngai Tahu Holdings are as follows:
Increasing shareholders equity -Ngai Tahu Holdings has been making inroads for massive investment
opportunities all around New Zealand to expand and consolidate its business operations after putting
together a record profit.The business manufacturing unit of the South Island reported that their net
earnings had been $145.9 million in 2014 and says it further plans additional investment by $100
million.They plan to broaden their investment portfolio by venturing outside tourism.They wanted to
invest in other avenuues like public transport whiuch is why they partnered with Tainui to purchase a
public transport enterprise Go Bus from a private equity firm worth around $170 millin. Shareholder
equity increased from $250 million to $987.8 million in the spaceof one year and the Te Runanga Group
equity - which includes the quota of seafood managed by Ngai Tahu Holdings .As a maori business,social
or cultural goals are central to its functioning(Broughton et al., 2015).Recent research says that the
Maori brand is very much in demand in the interntional market. Maori businesses are sometimes
established to provide a creative outlet for expressing cultural values or to nurture a strong sense of self
and maintain literary arts and culture. Ngai Tahu holdings cater to such a business
specification(Ontologies, 2014).
Growing the business for future generations- The business leaders of Ngai Tahu have a strong sense of
pride about their cultural legacy and hold a strong sense of duty of care to keep hold of that legacy and
the environment for both present as well as for future generations .This is best encapsulated in Māori
principles of guardianship or kaitiakitanga. The company has always embraced their maori culture. They

7Bicultural and External Business Environment
feel that they have a real connection to the land and the adjoining surroundings(Broughton et al.,
2015).Whatever biculturalism looks like, Ngai Tahu has the market and the cash to make a big push
towards its tribal goals. In all their years of doing business, they have never forgotten their "true
identity".They were established to fulfil the dreams of everyone who fought hard over many generations
to settle one fifty years of grievances with the Crown. They still continue to wisely invest in different
sectors keeping in line with their values, to ensure that their future generations have the tools they
need to be successful even further(Wilson,2015).
Providing annual cash returns to Te Runanga - Te Puawai is a Runanga entity established by Te
Runanga o Ngati Whare for charitable purposes benefiting Ngāti Whare which include educational and
social well being,healthy well being of aged and physically disabled people and business or vocational
training(Broughton et al., 2015). Importantly, the Runanga exercises strategic governance over the
charity by taking control over the appointment and removal of trustees... Moreover, the funds available
to be applied to charitable purposes are taken from the Rūnanga, which in turn depends on income
from the company for this purpose(Axelsson, Kukutai,& Kippen,2016). This above objective confirms to
the maori business principle of Puawaitanga, which states that the maximum return is focussing on
integrated goals.. This integrates financial, cultural, social and environmental goals(Axelsson, Kukutai,&
Kippen,2016).
Developing future strategy and assessing the available opportunities- Ngāi Tahu Holdings manages a
diverse portfolio of investments across four subsidiary companies namely Ngai Tahu Capital,Ngai Tahu
Farming, Ngai Tahu Seafood, Ngai Tahu Property and Ngai Tahu Tourism.Ngai Tahu Holdings is of the
belief that the building of calculated partnerships is vital , when it comes to integrating long term
targets (Axelsson, Kukutai,& Kippen,2016). This comprises of building a good relationship with the
Crown and local government entities. An example illustrating the above fact is the joint venture among

8Bicultural and External Business Environment
Ngai Tahu Property and the Christchurch City Council, which oversaw the successful building of a new
council establishment(Fisher, 2015). This project was the first calculated partnership of its kind in the
counntry .This confirms to the Maori business principle of Rangatiratanga which states the use of
leadership and authority while dealing with issues like strategic development, resource management,
and investment risk analysis.

9Bicultural and External Business Environment
Task 3
Impact of the external environment on Ngai Tahu holdings:
External
environment
Identify one item that
is inherent in the area
Impact of that item
on Ngai Tahu
Holdings
A response that Ngai
Tahu made to the
item
a)Government Policy The law change in the
form of increased
environmental
protection(Berry et
al.,2017)
A more sustainable
balance is preserved
between business
and environment
Ngai Tahu Holdings
took appropriate
steps to ensure
compliance of
environmental
protection. (Berry et
al.,2017)
Legislation and
Common law
Law Change in the form
of the Resource
Management
Act(Tipa,&Nelson,2017)
Recent reforms to
RMA encourage
local government to
involve Maori in
decision making
relevant to Maori
resources
Ngai Tahu Holdings
made a formal
attempt to
understand the
responsibilities and
obligations of both
parties.
Economic Dynamics Recession Business may
become risk averse,
which may limit
uptake of those
opportunities which
are available(Reid &
Rout.2016.)
Reviewing their
marketing strategies
and developing
innovative
practices((Reid &
Rout.2016).
Technology Implementation of
Technology Investment
Network
More access to the
international
market
Increasingly seeking
the international
presence in order to
reap the benefits of

10Bicultural and External Business Environment
Sustainable
Management
Indigenous Sustainable
development and
Sustainable
Tourism(Bargh, Douglas
& Te One, 2014).
Increase in revenue
and commercial
asset base.(Bargh,
Douglas & Te One,
2014)
Promotes
sustainable
development and
preserves the
ecological balance
Social needs Increased social
awareness
More promotion
avenues available
for business
expansion
Taking initiatives to
integrate financial
and social goals
Quantitative Analytical Tool
1) The quantitative analytical tool used in this case is graphs viewed from secondary online sources.
2)
Figure 1-Growth of Ngai Holdings
Source- (Tudor,2016)

11Bicultural and External Business Environment
3) From the above data,it is clear that there has been a significant rise in total equity and total assets
with a significant reduction in external debt over the last 15 years (Tudor,2016).
4) The trend assumes a linear growth model.
Qualitative Analytical Tool
The qualitative analytical tool used is an interview
According to interviews conducted, there has been a significant growth in the investment portfolio of
ngai holdings.They have invested in many sectors like capital , tourism, and seafood.
This tool signifies the growing rise of investment opportunities in Ngai Tahu Holdings.
It assumes that the interviews were conducted in conformance to adequate health and safety
standards(Axelsson, Kukutai, & Kippen, 2016).
Conclusion:
The Treaty of Waitangi focusses on building a relationship of openness and trust between the
Crown Monarch and the Maori tribe. They are both of the opinion that both their mutual interests are
fostered by the partnership. There should be a continuous communication channel between the two
parties. This Partnership should permit the use of a common sense of action around common issues.
However it should also make way for the development of both of these cultures and represent them as
equal.The role of Government in proceeding the conversation beyond its current point will be crucial. It
will need the Government to start an open communication with Maori about the objective of social
instead of setting the terms of the debate as it does presently.This report firmly illustrates the fact that
the Maori business principles are much relevant to the modern business structure in New Zealand. It
fosters ecological balance, sustainable development, and environmental preservation.Ngai Tahu
Holdings are a prime example of what a Maori business aspires to in the modern business world.Ngai

12Bicultural and External Business Environment
Tahu holdings is a very successful business organization ,founded on the principles of Maori business
and are a great example for future entrepreneurs to follow.

13Bicultural and External Business Environment
References:
Axelsson, P., Kukutai, T., & Kippen, R. (2016). The field of Indigenous health and the role of colonisation
and history. Journal of Population Research, 33(1), 1-7.
Axelsson, P., Kukutai, T., & Kippen, R. (2016). The field of Indigenous health and the role of colonisation
and history. Journal of Population Research, 33(1), 1-7.
Bargh, M., Douglas, S. L., & Te One, A. (2014). Fostering sustainable tribal economies in a time of climate
change. New Zealand Geographer, 70(2), 103-115.
Berry, K. A., Jackson, S., Cohn, T. C., & Matsui, K. (2017). Indigenous water histories II: water histories
and the cultural politics of water for contemporary Indigenous groups.
Broughton, D., Te Aitanga-a-Hauiti, T., Porou, N., McBreen, K., Waitaha, K. M., & Tahu, N. (2015).
Mātauranga Māori, tino rangatiratanga and the future of New Zealand science. Journal of the
Royal Society of New Zealand, 45(2), 83-88.
Fisher, M. (2015). Ngai Tahu and the New Zealand Treaty Settlement Process.
Kennedy, D. M., Harrington, C. F., Verbos, A. K., Stewart, D., Gladstone, J. S., & Clarkson, G. (Eds.).
(2017). American Indian Business: Principles and Practices. University of Washington Press.
O'Brien, D. (2017). Deaf-led Deaf Studies: using Kaupapa Maori principles to guide the development of
deaf research practices.
Ontologies, M. (2014). contributions to the theory and practice of model-based systems engineering
through research and education.
Reid, J., & Rout, M. (2016). Maori tribal economy: rethinking the original economic institutions.

14Bicultural and External Business Environment
Spence, L. J. (2016). Small business social responsibility: Expanding core CSR theory. Business &
Society, 55(1), 23-55.
Tipa, G., & Nelson, K. (2017). Eco-cultural restoration across multiple spatial scales: a New Zealand case
study. Water History, 9(1), 87-106.
Tudor Dr, K. (2018). Being Māori and Pākehā: Methodology and Method in Exploring Cultural
Hybridity. The Qualitative Report, 23(7), 1530-1546.
Wilson, D. (2015). Satisfying honour? The role of the Waitangi Tribunal in addressing land-related treaty
grievances in New Zealand. In Land, indigenous peoples and conflict (pp. 106-119). Routledge.