The work we do, industry by industry

• Three independent routes into China, each costed on its own logic, so options stayed open
• Product positioning set for Chinese buyers before packaging or pricing decisions locked in
• Channel options mapped per route, so distribution talks could start from a shortlist
• The compliance steps for each route listed, so no chosen path stalls on paperwork

They could compare three routes side by side and commit to one with confidence.

The three-track structure is the story: each track moves without waiting on the others.

Service line: Market Entry Strategy →

• A verdict on whether China was worth the investment, reached before any money moved
• A retail route for both fresh and packaged product, priced for the channels that actually take it
• The registration steps in sequence, so compliance never stalls the launch
• A cross-border e-commerce playbook their own team can pick up and run

They entered the first market conversation with a costed plan, not a hypothesis.

Service line: Market Entry Strategy →

• Real evidence of category demand, replacing guesswork before capacity was committed
• Channel recommendations for B2B ingredient export, matched to how buyers actually purchase
• The registration steps for each route set out, so timelines could be planned honestly

They could size the opportunity and price the effort before committing a single shipment.

Service line: Market Entry Strategy →

• Due diligence on their own company and products, surfacing gaps before a partner or regulator did
• A phase one task list that turns a broad ambition into sequenced, assignable work
• The consulting proposal and agreement drafted, so the engagement began with a defined scope

Phase one started with a clear scope and a paper trail, not goodwill alone.

Service line: Market Entry Strategy →

• A bilingual market entry proposal both sides of the table could debate and refine
• Positioning direction and channel options set, giving internal debate concrete choices
• The questions that must be answered before committing, listed while hesitation was still cheap

Leadership could approve, redirect, or shelve the China idea on evidence, not enthusiasm.

The honest headline is the question itself; the work was making it answerable.

Service line: China Growth & Marketing →

• A Chinese-language questionnaire and testing protocol, making consumer feedback structured and comparable
• Sample testing with real consumers, turning assumptions about taste into observed preference
• Demand data across Asian markets, giving the category a wider commercial context

Variety and positioning decisions could rest on what Chinese consumers actually said.

Service line: Market Entry Strategy →

• A New Zealand market development plan, replacing reactive selling with a deliberate path
• A localisation approach that keeps the brand legible to mainstream buyers without diluting it
• B2B channel development across cafes, restaurants and retail, opening doors beyond the community
• A founder brand strategy and long term roadmap, so growth builds equity, not just volume

The brand could step into the mainstream without losing what made it worth buying.

Service line: Growth & Partnerships →

• The target's financials and lease chain reviewed, so the buyer knew what they were actually buying
• The asking price tested against trading position, giving real ground for negotiation
• Financing and acquisition material prepared, so lenders and advisers could engage quickly

The buyer walked into negotiation knowing what the business was worth to them.

Service line: Capital & Funding →

• A brand and product framework, so curation decisions had a standard to answer to
• A China market entry model with budget, making the ambition costed rather than aspirational
• The brand name secured before launch, making the venture an ownable asset from day one

The concept moved from idea to an ownable, budgeted brand ready to build on.

An own project proves the firm advises from experience, not theory.

Service line: Company Advisory →

• Commercial due diligence on the store, so the price reflected the business, not the listing
• Sale and purchase conditions worked through, with risks surfaced before they became costs
• Franchisor approval prepared and lodged, removing the deal's most common point of failure
• Vendor, franchisor, lawyer and bank coordinated, so no settlement step stalled between parties

The buyer reached settlement with every condition tracked and nothing left unsigned.

This one is about process control: four parties, one sequence, no surprises.

Service line: Capital & Funding →

• Due diligence on the store and the terms offered, so both buyers worked from the same facts
• A buyer-side structure with acknowledgements drafted between buyers, preventing later disputes
• The sale and purchase agreement reviewed, keeping obligations balanced across both parties
• Deposit, approval and settlement sequenced, so a multi-party deal moved in the right order

Two buyers could act as one at the table, their arrangement settled before the seller asked.

Service line: Capital & Funding →

• A market and demand assessment within the market entry strategy, replacing assumptions made from afar
• Distributor pricing and channel terms reviewed, so margin reality was visible before commitments
• Feasibility material prepared, giving head office a decision document it could act on

The manufacturer could enter, adapt, or pass with the numbers in front of them.

Service line: Company Advisory →

• A strategic assessment of China, converting a persistent question into a structured answer
• Market demand and likely partner types identified, so outreach could target real counterparts
• Cost and manufacturing considerations weighed, exposing where the model bends or breaks
• Risks named before any move, so the firm could manage them on its own timetable

The partners could treat China as a decision with parameters, not a recurring debate.

Service line: Strategy & Market Focus →

• A two-market expansion plan, so effort in each country followed one logic
• Retail channel routes mapped for both markets, shortening the path to first listings
• Product compliance requirements detailed, so nothing was refused or recalled at the border
• The local trading structure specified, giving the manufacturer a real vehicle to trade through

Entry into both markets could proceed as one coordinated programme, not two improvisations.

Service line: Company Advisory →

• A development strategy that sequences growth instead of chasing it
• A defined approach to relationships with Chinese investors, so engagement starts on the platform's terms
• The investor approach integrated into the wider growth plan, keeping one story for every audience

The platform could enter capital conversations with a strategy it controls.

Service line: Strategy & Market Focus →

• Collaboration arrangements with local land holders structured, giving access to land a workable form
• Cooperation documentation reviewed and revised, with the group's position protected in the wording
• A New Zealand development strategy prepared, turning market interest into an operating plan

The group could negotiate locally with structure and paperwork already in place.

Service line: Growth & Partnerships →

• Agent status secured with an NZQA-registered provider, opening a new recruitment channel
• The new channel set up end to end, so it could bill and trade from day one
• The agency agreement reviewed line by line, with the obligations that matter flagged early

The recruitment pipeline could start before the paperwork caught up.

Service line: Company Advisory →

• Cooperation options researched, turning a broad ambition into a set of concrete models
• A plan for a bilingual speakers association drafted, giving the idea an institutional home
• A leadership training and China market programme outlined, ready to put in front of partners

The speaker could enter partnership talks with programmes on paper, not just reputation.

Service line: Growth & Partnerships →

• The first working meeting held and minuted, so the engagement began from a shared record
• Four successive proposal versions, each sharpening scope, delivery model and pricing structure
• Advisory scope and pricing settled on paper, so future client talks start from a tested position
• Mutual confidentiality in place, letting both sides speak freely while the deal took shape

The consultancy could present its offer with the confidence of four rounds of testing.

Four iterations reads as rigour, not indecision. It shows how this firm works.

Service line: Business Model & Unit Economics →

• Executive briefs and a strategy review, refined across rounds until leadership could act on them
• China-facing assets mapped, showing the group what it genuinely has to offer
• Priority partnership themes and a phased approach set, so engagement starts where it is strongest

The board could weigh a China commitment against a documented, staged plan.

Service line: Market Entry Strategy →

• A strategic transformation plan, giving the repositioning structure rather than a slogan
• New business lines defined, moving revenue thinking beyond the legacy model
• A cross-border investment centre concept shaped, opening a new role for the brand
• Changes sequenced, so transformation could proceed without breaking what still earns

The company could pursue its next identity while the current one keeps paying.

Service line: Strategy & Market Focus →

• A full bilingual script with references, so every claim made on the day could be backed
• Q&A preparation, letting the hosts field hard questions without hesitation
• Slide deck and handout produced, giving attendees material to take back to their teams

The hosts could stand in front of the industry with nothing left unscripted.

Service line: China Market Expansion Training →

• Portfolio and pipeline companies screened against consistent criteria, replacing intuition with structure
• Due diligence sheets on each candidate, so every discussion started from the same facts
• A shortlist for the next stage, focusing effort where the fit is strongest

The incubator could commit programme resources to companies already tested for fit.

Service line: Capital & Investor Readiness →

• Potential New Zealand partners identified, so the team's first contacts were chosen, not random
• Introductions made directly, cutting months off the trust-building curve
• A New Zealand development strategy prepared, giving the team a plan locals could engage with

The team arrived with conversations already open and a strategy on the table.

Service line: Growth & Partnerships →

• An offshore development strategy, turning restlessness into a considered direction
• The advantages of the New Zealand base identified, so expansion builds on strength rather than abandoning it
• The combination of home base and overseas markets mapped, keeping the structure coherent

The group could weigh offshore moves as extensions of its base, not escapes from it.

Service line: Strategy & Market Focus →

• Enquiry documentation prepared on both sides, so each party knew what the other was asking
• Mutual confidentiality agreements drafted for buyer and seller, protecting both before positions were shown
• Both agreements produced in Chinese and English, removing translation as a source of dispute

Terms could be negotiated on documents both sides had already read and signed.

The value here is sequence: paperwork first, terms second.

Service line: Market Activation →