New Zealand Business Environment: Implications of Treaty of Waitangi, Maori Business Practices, and External Environment Impact on Ngai Tahu Holdings

Running head: NEW ZEALAND BUSINESS ENVIRONMENT
New Zealand Business Environment
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NEW ZEALAND BUSINESS ENVIRONMENT
Table of Contents
Introduction......................................................................................................................................2
Task 1: Implications of the Treaty of Waitangi...............................................................................2
1.1 Identification of the Stakeholder’s role in the Treaty of Waitangi............................................2
1.2 Four Relevance of the Treaty of Waitangi Principles...............................................................4
Task 2: Key Characteristics of Maori Business Practices...............................................................6
2.1 Four Business Objectives of Ngai Tahu Holdings....................................................................6
2.2 Fostering bicultural partnerships with the external stakeholders..............................................6
Task 3: Impact of the External Environment on a business organisation for Strategic Planning. . .8
3.1 Impact of the External Environment on Ngai Tahu Holdings...................................................8
3.2 Quantitative Analytical Tool.....................................................................................................9
3.3 Application of the Qualitative Tool.........................................................................................11
References......................................................................................................................................13

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Introduction
The business operations in New Zealand society are much influenced by the bicultural
heritage. Accordingly, the societal perspective affects the business operations in this country.
Kelsey (2015) pointed out that The Treaty of Waitangi is currently marked as the foundation of
modern state located in New Zealand. It even creates the formalized relationship between the
Maori and British culture that help in protecting the traditions, practices and values of Maori.
Bicultural in New Zealand generally refers to the non-Maori and Maori group of societies
(Jacobson et al., 2016). The study is widely focusing on the implications of The Treaty of
Waitangi on the business practices of Maori. The identification of the key characteristics of the
Maori business practices will be helpful in understanding such impact on the business practices.
Furthermore, the study will discuss the impacts of the external business during the strategic
planning process. The application of the quantitative and qualitative analytical tool will be used
for measuring the growth of Ngai Tahu Holding, which is a New Zealand based business and
being affected by the biculturalism in the country. The company concentrates on the diversified
portfolio for investing more appropriately to the cultural and social initiatives (Ngāi Tahu
Holdings Limited. 2018). Understanding the impacts of the external forces and the opportunities
for developing the partnerships with the external stakeholders will also be discussed.
Task 1: Implications of the Treaty of Waitangi
1.1 Identification of the Stakeholder’s role in the Treaty of Waitangi
The Maori culture deals with the various types of stakeholders and every stakeholder
plays the significant role in the business context. The government organisations mostly focus on

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working with the local stakeholders, especially with the local community and government, Maori
group, pacific group, and voluntary sectors. Maori group maintains the special relationships with
the British Crown that is set out in the Treaty of Waitangi. Treaty needs to provide the
fundamental framework after recognizing the provision in a detailed way. Orange (2015) opined
that each stakeholder group needs to meet the needs while collaborating with the government
agencies. On the other hand, the government agencies also require establishing the robust
partnerships arrangements with the Maori group. Especially, while formulating the policies and
strategies and delivering or evaluating the strategies, such effective relationships will be much
helpful (Moon, 2015). The collaboration between these two groups is significant for the business
for improving the cultural appropriateness of the services.
Local authorities are the other stakeholder group in such context. They play the key role
in developing the strategic level coordination as well as ensuring the integrated service delivery
at the local level (Tsui et al., 2018). Especially, when the new government legislation is imposed,
this collaborative partnership will be necessary for the business. Another stakeholder group is the
community and voluntary section, which is play two major responsibilities. The first is to
represent the voice and perspectives of the associated local community group (Stevens, 2016).
The second responsibility is to provide the voluntary group the appropriate right to work for
meeting the needs of the local communications. The pacific people formulate another
stakeholder group that constitutes almost six percent of the entire population of New Zealand.
The proportion is expected to be doubled by the year of 2050. They are involved with the range
of community based group to perform more efficiently.