Waikato regional economic profile - Waikato Regional Council

New Zealand exported $716.9 million of wool, $787.6 million of other animal productssuch as hides and skins, crude animal materials and tallow 48 and $704.1 million ofprocessed animal products such as leather and dressed skins and meat meal andanimal feeds in 2011. 49 Although profitability has increased recently, the red meatsector is fragmented and faces threats from competing land uses, declining stocknumbers and lack of coordination between suppliers and processors. 50 Developed withinput from both suppliers and processors, the Red Meat Sector Strategy focuses onthree core strategic themes and associated high-level actions the sector needs toconsider to be successful 51 , as illustrated in table 4.Table 4:Red Meat Sector Strategy themes and activitiesCore strategy themesCoordinated in-marketbehaviourEfficient and alignedprocurementSector best practiceHigh level activitiesCreating a strong brand position in premium marketsActing with scale through greater coordination of exportsin target marketsShifting the focus of competition from the “farm gate” tooffshore competitorsEnsuring suppliers are receiving a fair and sustainablereward for their performanceIncreasing transparency of informationImproving productivity at all stages in the supply/valuechainEnabling a “single voice” to provide clear leadershipCreating a strategy coordination group able to supportsector initiativesDeveloping New Zealand’s farming systemsSelling the New Zealand storyNew Zealand exported $2.2 billion of horticultural and arable products in 2011, mostlyfresh fruit and vegetables. 52 The horticulture growth strategy “Growing a New Future”was commissioned by Horticulture New Zealand and developed in 2009 throughengagement with the wider industry. The strategy seeks to grow industry revenue fromNZ$4.2 billion revenue to NZ$10 billion by 2020. 53 The four outcomes, the strategicactions required to achieve the outcomes (the 6 hexagons around the core) and theenvironmental factors which are enablers or impediments to the achievement of thevision are shown in figure 23.48Beef and Lamb New Zealand Inc (2012, p. 19).49Beef and Lamb New Zealand Inc (2012, p. p20).50Deloitte (2011, p. 8).51Deloitte (2011, p. 8).52Beef and Lamb New Zealand Inc (2012, p. 20).53Horticulture New Zealand (2009, p. 9).Page 26 Doc #: 2069885