ENTRY GUIDE 2021 nziba.co.nz #nziba
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2021 ENTRY GUIDE nziba.co.nz #nziba
EXTRAORDINARY he taumata rau To our New Zealand exporters, we salute you. You’ve been faced with the most extraordinary times in recent history. Although this journey continues, and many challenges remain, the resilience you’ve shown in response to the pandemic will forever have our respect. When borders were closing, and the world’s streets fell silent, you quietly kept going. When freight planes were grounded, and supply chains were in turmoil, you worked tirelessly on. In true Kiwi spirit, whatever the challenge, you were determined to find a way through. Thanks to your ingenuity and tenacity, New Zealand’s products and services continued to move around the world. Many thousands of New Zealanders kept their livelihoods. And your export earnings continued to flow back to our shores, our economy, and our communities. To every one of our export companies – big or small, well-known or new, at home or abroad – we thank you. Nō mātou te whiwhi (we are lucky to have you). Now, let us celebrate you.
Contents Foreword
FOREWORD................................................................................................................................ 01 After one of the most dramatic years in modern history, it’s important
to recognise success.
HOW DOES IT WORK?....................................................................................02 Yes, there have been challenges and many businesses have struggled;
yet there are also companies that have survived – and even thrived
– during the pandemic.
SCORING GUIDELINES
for general categories........................................................................................04
Doing business internationally is not easy at the best of times, but in the era
Best Emerging Business.............................................................................................................05 of COVID-19, companies that have navigated the global disruptions deserve
Best Established Business.........................................................................................................05 to be celebrated. We can all benefit from what they have learnt.
Section 1 – Leadership and planning ......................................................................................6
The 2021 New Zealand International Business Awards are a fitting way
Section 2 – Market and customer focus..............................................................................10 to acknowledge these remarkable accomplishments. It’s an opportunity
Section 3 – Differentiation and business model selection......................................... 12 to capture and share the valuable insights and perspectives of the entrants.
Section 4 – Results........................................................................................................................14
As you outline your successes, be sure to pause and enjoy a sense of pride
in what you have achieved. We will all be the richer for learning from you.
SCORING GUIDELINES
for special categories...............................................................................16 I wish you every success in the awards, and in navigating the ‘new normal’.
Kia kaha, kia maia, kia manawanui.
Excellence in Digital Commerce Transformation............................................................ 18
Excellence in Sustainability....................................................................................................... 22
He Kai Kei Āku Ringa for Māori Excellence in Export.................................................. 27
Innovation in Response to COVID-19...................................................................................30
David Downs
Inspiring Women Leaders......................................................................................................... 33
Convener of Judges, New Zealand Trade and Enterprise,
Leveraging Investment for International Growth...........................................................34 New Zealand International Business Awards 2021
MORE INFORMATION...................................................................................... 38
3 New Zealand International Business Awards 2021 Entry Guide 01
How does it work?
Entering the NZIBA has real benefits for your business, including: Based on our experience, companies that do well in the NZIBA
− the opportunity to review and refine your international strategy demonstrate:
− increased profile in the New Zealand and international business − the ability to give evidence-based answers that show you have a
communities successful international business
− enhanced credibility in New Zealand − motivated staff, especially − a well thought-out strategy
if you become a finalist − strong leadership
− enhanced international credibility, due to New Zealand Government − a detailed understanding of your target markets and customers
endorsement of the NZIBA. − the ability to show your contribution to the New Zealand economy,
through solid financial results.
In the application, we will ask you to describe your international business and
strategy, and the results you have achieved.
Finally, some tips for you as you prepare to submit your entry.
The general category applications will focus on four main areas: − Tell your story. Use pictures and graphics and try to include as many
examples as possible to illustrate your points.
1. Leadership and planning
− Don’t go into too much detail about your products or services, or
2. Market and customer focus
overuse jargon and acronyms. Keep it simple, use plain English and,
3. Differentiation and business model selection
above all, answer the question.
4. Results
− Don’t assume that judges will have any prior knowledge of your
company.
Following the application scoring, we will create a shortlist of entrants who
will be invited to present to the judging panel. The judges will then select the − Avoid making vague or unsupported claims. Award-winning
category finalists and winners. submissions always include data and evidence, because doing so
ensures credibility and believability.
Best of luck!
02 New Zealand International Business Awards 2021 Entry Guide 03SCORING GUIDELINES
General The following pages include advice and scoring guidelines
for these general categories:
categories BEST EMERGING BUSINESS
Recognising success by net return to the New Zealand economy,
for businesses earlier in their international growth journey or,
as a guide, that likely have annual revenue up to $10 million.
BEST ESTABLISHED BUSINESS BROUGHT TO YOU BY ANZ
Recognising success by net return to the New Zealand economy
for more established businesses, with five years or more in export
markets or, as a guide, that likely have annual revenue above $10 million.
Entry Guide 05SECTION ONE
Leadership and planning
This section examines how effectively your leadership team guides your business
to achieve international goals.
This includes how leaders:
− set direction and communicate effectively
− plan and develop objectives and targets for international business.
Q1.1 Q1.2
Describe your international business planning process. How have you developed/supported your staff and business
partners to succeed in international business?
TIPS
TIPS
Consider your key objectives and the related targets. How do leaders, directors and/or
stakeholders in your business set direction, objectives and targets for international Some areas you may wish to include are:
business? How are these targets and plans communicated, both internally and
externally? − training and development
− mentoring
− relocation/secondment
WHAT ‘EXCELLENCE’ LOOKS LIKE − recruitment and retention.
− A detailed and systematic planning process is evident.
− The overall direction and all-important goals are established and communicated. WHAT ‘EXCELLENCE’ LOOKS LIKE
− Targets and objectives for international business are set across a range of metrics.
− Actual performance against targets is regularly monitored, and actions are taken as The business can demonstrate significant, ongoing development and support of staff
a result. to equip them with the skills and capabilities required to succeed in international
markets.
06 New Zealand International Business Awards 2021 Entry Guide 07Q1.3
Supplementary SWOT Analysis (optional)
All general category applications have the option to complete a SWOT analysis
to support the application. If you decide to complete an analysis, summarise your
strengthens, weaknesses, opportunities and threats from both an internal perspective,
and from that of your customers.
TIPS
− Don’t over do it. Bullet points are ok.
08 New Zealand International Business Awards 2021 Entry Guide 09SECTION TWO
Market and
customer focus
This section examines how, in relation to your international business, you:
− identify markets, customer groups and market segments
− listen and learn to determine customer requirements
− assess customer satisfaction of your products and/or services.
Q2.1 Q2.2
In which international market(s) are you doing business, Within the international markets you target (as referenced in
and how did you make the decision to target these markets? Q2.1), which market segments or types of customers do you
focus on?
TIPS
TIPS
Describe the factors that led to your decision to target these markets.
Consider why you focus on these market segments or types of customers.
WHAT ‘EXCELLENCE’ LOOKS LIKE
WHAT ‘EXCELLENCE’ LOOKS LIKE
There is evidence of significant evaluation and assessment of the most appropriate
markets to target overseas, through a clear and logical planning process. There has been detailed evaluation of segments and types of customers in international
markets. Careful thought has gone into which segments to target. The needs and
requirements of each segment are clearly understood.
10 New Zealand International Business Awards 2021 Entry Guide 11SECTION THREE
Differentiation and
business model selection
This section examines how you have:
− reviewed and assessed alternative models and approaches to international business,
and made the most appropriate choice for your business.
− monitored the ongoing performance of your products and/or services in
international markets.
Q3.1 Q3.2
Which business model do you use for your international How do you monitor the ongoing performance of your
business, and what factors determined that decision? products and/or services in international markets, and how
often is monitoring undertaken?
TIPS
TIPS
Business models can include using independent agents or distributors, establishing
wholly owned overseas subsidiaries, working with affiliated or partner organisations, Think about the criteria you use to monitor performance – these might include factors
and so on. Explain why you chose your business model. What are the main benefits? like sales volumes, market share, business-partner feedback, customer feedback, PR
activities, average selling prices, margins, and so on.
WHAT ‘EXCELLENCE’ LOOKS LIKE
WHAT ‘EXCELLENCE’ LOOKS LIKE
There is evidence that a range of different business models have been carefully evaluated,
in detail. There is a clear rationale for the approach or business model chosen. Monitoring of performance is regular and systematic. Several performance criteria are
used and regularly monitored. The results of performance monitoring are incorporated
into tactical/strategic business decisions.
12 New Zealand International Business Awards 2021 Entry Guide 13SECTION FOUR
Results
This section examines data and information to provide evidence of performance
through business results, outputs and outcomes.
Q4.1 Q4.2
Please summarise the success that your organisation has Please summarise the impact that international business has
had in international markets over the past year, across the had both on your company and on the New Zealand economy
following areas: over the past three years, across the following four areas:
a) International revenue. a) Jobs created as a result of your international business.
b) International revenue as a proportion of total revenue (the international markets b) Total investments made to support your international business.
in which you are conducting business and how this has grown). c) Profitability over the past three years.
c) Other factors that demonstrate your success in international markets d) Further benefits to other New Zealand companies or institutions as a result of your
(e.g. market share in individual markets, growth in number of international international business.
customers, international customer satisfaction).
WHAT ‘EXCELLENCE’ LOOKS LIKE
WHAT ‘EXCELLENCE’ LOOKS LIKE
There’s clear evidence of significant, ongoing positive impact for New Zealand’s
There’s clear evidence of strong international success, shown by international revenue economy as a direct result of international business, over a range of metrics including
growth (overall and as a proportion of total revenue) and by other factors such as job creation, investment, profitability, and so on.
market share, growth in customer numbers, customer satisfaction, and so on.
14 New Zealand International Business Awards 2021 Entry Guide 15SCORING GUIDELINES
Special EXCELLENCE IN DIGITAL COMMERCE TRANSFORMATION
Recognising where an exporter’s adoption and integration of digital
categories
commerce strategy, technology, tools and/or mindset has transformed their
business model, culture and approach to success in trading internationally.
EXCELLENCE IN SUSTAINABILITY, BROUGHT TO YOU BY ANZ
Recognising organisations that embed sustainability into the fabric of their
business, achieving international growth while having a positive impact on
people and the planet.
HE KAI KEI ĀKU RINGA FOR MĀORI EXCELLENCE IN EXPORT
Recognising the contribution of Māori business to the New Zealand export
economy – the approach, values and tikanga that underpin and uniquely
define Māori business.
INNOVATION IN RESPONSE TO COVID-19
Recognising success in developing and commercialising innovation
in international markets in response to COVID-19 and its impacts. This
incorporates all aspects of innovation; products, strategy, processes etc.
INSPIRING WOMEN LEADERS, BROUGHT TO YOU BY THE MINISTRY
OF FOREIGN AFFAIRS AND TRADE
Recognising women leaders with the skills and perspectives to lead from a
uniquely New Zealand perspective, while maintaining a broad global outlook.
LEVERAGING INVESTMENT FOR INTERNATIONAL GROWTH
Recognising success in progressing an international growth strategy
through investment.
All applications and nominations should be made through the NZIBA
application portal, online at nziba.co.nz.
Nominations can be made in any of the special categories. To nominate
someone, add their details to the appropriate form and we will contact them
for further information. To self-nominate in any category (except the Inspiring
Women Leaders category), simply complete the relevant application form.
Entry Guide 17Excellence in Digital
Commerce Transformation
Recognising where an exporter’s adoption and integration of digital commerce
strategy, technology, tools and/or mindset has transformed their business model,
culture and approach to success in trading internationally.
Q1 Q2
Outline how the adoption and integration of digital commerce Outline how you have embedded a digital commerce mindset
has transformed your international business strategy. into your organisation, teams and culture.
TIPS TIPS
Consider how you have integrated digital commerce into your business strategy. Describe how you have transformed the way your organisation thinks, works and
This might include changes to how you approach international markets, how you have collaborates to enable success through digital commerce. This can include shifts in
applied new resources and/or skills within your organisation, or the way you prioritise executive and employee mindsets, how you have re-evaluated or worked to enhance
your investment in areas like digital or marketing. skill sets and ‘thinking digital’ within your teams, and investments you have made in
technology to enable collaboration and smarter ways of working.
WHAT ‘EXCELLENCE’ LOOKS LIKE
WHAT ‘EXCELLENCE’ LOOKS LIKE
There is clear evidence that digital commerce has fundamentally changed the way
you do business internationally. You can demonstrate and explain a variety of changes There is clear evidence that your senior leaders and teams are actively driving a
across your business in response to this change in strategy, and you can point to new mindset shift to support a successful digital commerce transformation. This could
efficiencies, benefits and opportunities as a result. include greater adaptability, collaborative and fluid ways of working, rapid insight-led
decision-making and skill-building through training and development. There is support,
advocacy and buy-in for this shift across the leadership team and organisation.
18 New Zealand International Business Awards 2021 Entry Guide 19Q3 Q4
Describe how you have used customer insights to design What measurable impact has adoption and integration
and deploy your digital commerce strategy. of digital commerce made to your business?
TIPS TIPS
Outline the practical steps you have taken to develop a deep understanding of your Describe the results of digital commerce transformation across your business. Think
customer, including things like in-market testing and feedback, and how this has guided about areas like brand building, customer acquisition, customer experience, sales, lead
your digital commerce strategy in international markets. This can include the full cycles and conversion, as well as culture change, savings and efficiencies, supply chain
customer journey from initial awareness to reaching, servicing and retaining customers. improvements, sustainability and growth.
WHAT ‘EXCELLENCE’ LOOKS LIKE WHAT ‘EXCELLENCE’ LOOKS LIKE
You can demonstrate a deep and evidence-based understanding of who your customer There is clear evidence that the adoption and integration of digital commerce has
is, how they behave, and what they value. There’s evidence of an iterative approach to profoundly transformed your business, with changes extending throughout your
customer insights over time. You can show a clear relationship between your insight- customer experience, operations and supply chain. You can explain the significance
of these changes within your business and how they ladder up to your overall digital
gathering and your digital commerce strategy and results, including identifying new
commerce strategy and your future vision for your business in international markets.
customer or market opportunities that may not have been available without digital
commerce.
20 New Zealand International Business Awards 2021 Entry Guide 21Excellence in Sustainability,
brought to you by ANZ
Recognising organisations that embed sustainability into the fabric of their business,
achieving international growth while having a positive impact on people and the planet.
Q1
The United Nations describes sustainable development as Outline how sustainability is woven into your organisation.
“providing for the current generation without compromising How have you embedded sustainability into your business
future generations”. model and organisational culture?
We interpret this as enhancing the wellbeing of local communities and cultures,
protecting and restoring natural environments, and maintaining a prosperous and TIPS
growing economy – people, place and profit. These three elements are interdependent
and cannot be achieved in isolation. Provide examples of how sustainability comes to life in your organisation; the role
sustainability plays in business decisions, and how it appears within your organisational
Businesses can ‘do good’ by contributing positively to society and the environment, purpose and values.
while also reaping the benefits of sustainability being good for business. Essentially,
they can re-write the business playbook.
WHAT ‘EXCELLENCE’ LOOKS LIKE
It doesn’t matter how big or small your business is, where it is in the value chain, who
you sell to, or whether you are new to sustainability or it’s a founding premise for your Sustainability is just how you do business. You work to drive responsible business
company. Judges will be looking at how you have advanced sustainability and are using practices up and down the value chain. Sustainability is core to your business purpose
innovation to deliver positive impact for all stakeholders. and the value you create for your customers.
22 New Zealand International Business Awards 2021 Entry Guide 23Q2 Q3
Outline how sustainability ties into your international business Describe what informs your sustainability strategy. How have
strategy. How have you leveraged your sustainability approach you determined what to prioritise and where to focus efforts?
to grow your international business?
TIPS
TIPS
Consider how you have chosen what sustainability areas to focus on within your
Consider how you have investigated and accounted for the different perceptions, business, and how you have made these decisions. This might include assessment of
regulation and understanding in each market. Share examples of how you have your operations and value chain, insight-gathering with customers and stakeholders,
communicated your sustainability efforts for international success. and considering major issues within your industry.
WHAT ‘EXCELLENCE’ LOOKS LIKE WHAT ‘EXCELLENCE’ LOOKS LIKE:
You view sustainability as opportunity and, as such, you leverage your sustainability Your efforts focus on what is material for your business, what matters to your
efforts in offshore markets. This means understanding market trends, what your stakeholders, and where your organisation can have the biggest impact. You have
customers want, and the environment in which you are trading. considered your impact along the value chain and you are clear on your business’s
contribution to the Sustainable Development Goals.
24 New Zealand International Business Awards 2021 Entry Guide 25He Kai Kei Āku Ringa for
Māori Excellence in Export
Recognising the contribution of Māori business to the New Zealand export economy
– the approach, values and tikanga that underpin and uniquely define Māori business.
Q4
Illustrate some of the key achievements from your sustainability He Kai Kei Āku Ringa is the name given to the Crown-Māori Economic Growth
Partnership. It is also a fitting name for this award. He Kai Kei Āku Ringa is an expression
approach. What is its impact on society, the environment and
that was often heard in earlier generations when times were tough. Our forebears
your business? endured two world wars, a depression, massive land loss and, in their twilight years,
the devastation of Māori communities. They would say that despite adversity, we still
had the ability to gather and grow our own kai with our own hands – He kai kei āku
TIPS ringa. This was the metaphor for our resilience as a people.
This is a chance to celebrate your sustainability successes, any targets you have met or The Māori economy within New Zealand is substantial. It’s valued at around $69 billion
exceeded, and demonstrations of innovation. A theory-of-change model could allow across a range of asset classes. At the same time, our strengths lie not just in economic
you to communicate your impact. assets but also in our values and ideas: whanaungatanga, kaitiakitanga, rangatiratanga
and manaakitanga.
WHAT ‘EXCELLENCE’ LOOKS LIKE The mission is to create Māori businesses of international scale that draw on our values,
culture, people, innovation and assets – helping us take our place on the world stage.
Your achievements are a source of inspiration for others. There is clear evidence that
the business has had a positive impact on society and the environment, and that This award is about Māori exporters making a commitment to be world-class companies
sustainability has had a significant and beneficial impact on the business. that are successful exporters and that truly represent the values listed above.
For the purposes of this award, a Māori business is defined as having both Māori
ownership (shareholding) and a Māori approach to doing business. This will be
demonstrated by how a business presents itself in terms of its values, vision, brand and
operating model in the eyes of its customers, consumers, partners and shareholders.
Ka tangi te tītī Ka tangi te kākā
The migratory bird that searches The bird of the
the globe for economic opportunities, forest resources
it is connected to the home, but with the domestic market.
,
a global view.
h
26 New Zealand International Business Awards 2021 Entry Guide 27Q1 Q2
Describe what defines you as a Māori business. How does your tikanga Māori approach to business contribute
to your operating model and your success/potential
Be specific about the activities that differentiate you as a Māori business in the
international marketplace.
internationally?
Consider elements such as: Ensure you provide evidence to support your response to Q1. Consider elements like
− storytelling (your marketing and brand strategy) collateral, as well as feedback from consumers, distributors, market partners, owners,
− your cultural, social, environmental and financial drivers investors, staff etc.
− tikanga, values and vision
Use tangible examples of how being a Māori company creates competitive advantage
− your relationships with shareholders, partners and customers
in the minds of your customers, consumers and partners, and influences their buying
− your attitude to sustainability decisions.
− your planning horizon
− your approach to recruitment and people development
WHAT ‘EXCELLENCE’ LOOKS LIKE:
− your willingness to share your experience and story with others.
There is clear evidence from customers, partners and consumers to validate the
WHAT ‘EXCELLENCE’ LOOKS LIKE business’s Māori approach as a highly differentiated offering that guides buying
decisions.
Clear evidence that the business lives and breathes a Māori-centric approach – across
values, vision and brand. The business defines this approach on the world stage, and its
customers, partners and consumers understand and buy into this proposition.
28 New Zealand International Business Awards 2021 Entry Guide 29Innovation in Response
to COVID-19
Recognising success in developing and commercialising innovation in international
markets in response to COVID-19 and its impacts. This incorporates all aspects of
innovation; products, strategy, processes etc.
Q1 Q2
How has your business innovated in response to COVID-19 to Explain how insights from customers or suppliers have driven
support your international strategy? your innovation in response to COVID-19.
TIPS TIPS
Explain the before and after, and the change your innovation has set in place. Think Explain your process for capturing insights or feedback. Describe any tools, process
beyond just product innovation – e.g. to service innovation, business-model changes, or techniques used and explain how you evaluated the impact and decided on possible
market innovation, sales changes. options for action.
WHAT ‘EXCELLENCE’ LOOKS LIKE WHAT ‘EXCELLENCE’ LOOKS LIKE
Your business managed to find a new way of being that responded to the challenges You sought detailed insights and evaluated them, factoring them into your new approach.
of COVID. Your innovation led to a positive outcome for you, your customers and your You ensured the innovation responded to the insights. You have a process for your
partners or suppliers. organisation to learn from the insights and feedback.
30 New Zealand International Business Awards 2021 Entry Guide 31Inspiring Women Leaders,
brought to you by the Ministry of Foreign Affairs and Trade
Recognising women leaders with the skills and perspectives to lead from a uniquely
New Zealand perspective, while maintaining a broad global outlook.
Q3
What measurable impact has the innovation referred A brief rationale is required when submitting a nomination
to in Q1 made to your business? for this category.
If required, the NZIBA judges will then conduct a call or interview to ascertain how
TIPS the nominee is contributing to the international success of their business, and how
they deliver against the following attributes.
Explain your process or methodology for measurement, and how you balance this with
other company metrics. Describe what impact you have seen, and in what timeframe. • Leading others: How do they lead growth and prosperity for others?
Do you expect this to be sustained? How does this impact compare with that of your
peers, competitors, or your previous state? • Cross-cultural intelligence: How have they developed the means to build
environments that support, unify and mobilise the power of diverse workforces?
WHAT ‘EXCELLENCE’ LOOKS LIKE • Future shaper: How do they lead for greater social impact?
You have a measurement process, and a way to monitor progress. You are clear and • Globally connected: How do they harness a global mindset and new business
can attribute outcomes from your innovation and the results of the innovation are now models for growth and impact?
factored into your business decision-making.
32 New Zealand International Business Awards 2021 Entry Guide 33Leveraging Investment
for International Growth
Recognising success in progressing an international growth strategy through
investment.
Q1 Q2
Outline how your recent investment round has impacted on Outline how you have leveraged your investors in this round
your international growth strategy. to support your international growth.
Provide a brief description of the investment and how it has impacted your Outline the associated benefits of your investor relationship/s and the various ways you
international growth strategy (e.g changes to your business model, increased channels have leveraged this. Examples may include: bringing in sector and/or regional expertise,
to market, sales growth, customer acquisition and engagement, and any other relevant new sales and distribution channels, brand and marketing opportunities, business or
measures). Note: you may wish to briefly outline the background to the investment, governance advice etc.
where relevant, but the focus should be on the post-money activity.
WHAT ‘EXCELLENCE’ LOOKS LIKE
WHAT ‘EXCELLENCE’ LOOKS LIKE
A clear explanation of the various benefits accrued, with examples of how the investee
A clear description of the investment deployed (and the rationale behind it), along with business has been proactive in leveraging these, supported by metrics and any
comprehensive evidence of international growth across a range of key metrics. anecdotal evidence.
34 New Zealand International Business Awards 2021 Entry Guide 35Q3 Q4
Outline how your recent investment round has altered your Describe how the investment has changed or altered your
future investment strategy. future international growth plans.
Provide an overview of how your plans and expectations regarding future capital- Explain how the investment has created a step-change within the growth ambitions
raising have changed following your recent investment round. Consider the amount of and mindset for your business. Note: this may be aspirational but should be
capital forecast to be raised, over how many rounds, from what type of investors, and underpinned by sound metrics.
from which markets.
WHAT ‘EXCELLENCE’ LOOKS LIKE
WHAT ‘EXCELLENCE’ LOOKS LIKE
A roadmap of your future growth strategy within global markets over a defined
A comprehensive description of your future investment strategy, with clear rationale, period (of your choosing), supported by market evidence (e.g. by referencing total
timelines and key milestones. addressable markets).
36 New Zealand International Business Awards 2021 Entry Guide 37More information
We require submission of all applications and nominations through our
online portal. Please visit www.nziba.co.nz and click ‘Submit application’
or ‘Submit nomination’ to get started.
• You can save your entries in the portal and edit them as often as needed,
up until the entry deadline. Remember to save your work as you go!
• Make sure your personal details are entered accurately, including
contact details.
• You can enter multiple categories, as long as you meet the criteria for
each one.
• You can use the ‘copy’ feature to duplicate existing entries and edit
them to suit a new category – instead of starting each one from scratch.
• There are no entry fees for this awards programme.
• Supporting material such as images or graphs may be supplied within
your application. You’ll find further details in the portal.
• We hold all information you provide on a commercial-in-confidence basis.
KEY DATES (2021)
3 May NZIBA applications open
12 July NZIBA applications close (17:00 NZST)
26–30 July Stage 1 judging
Early August Shortlisted applicants notified and invited
to stage 2 judging
Further information about NZIBA, terms and conditions,
23–27 August Stage 2 judging – includes physical pitching
FAQs and event information can be found at nziba.co.nz.
Early September Finalists announced
For general enquiries please contact
14 October Awards night – Shed 10, Auckland CBD
NZIBA@nzte.govt.nz
38 New Zealand International Business Awards 2021You can also read
