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BSNS 6340 STRATEGIC THINKING FOR

MANAGERS


ASSIGNMENT TWO (A): GROUP ASSIGNMENT
BUSINESS PERFORMANCE ANALYSIS


Michelle Voss - ID #: 1295329
Yao Pan (Christine). - ID #: 1356020
Yuelin Hong (Aileen). - ID #:1356700
Syed Nawid Ahmed - ID #:


Date of submission: 24 May 2011


Declaration: This assignment is solely the work of Michelle Voss, Yao
Pan, Yuelin Hong, and Syed Nawid Ahmed All ideas and views of other
people included or referred to are acknowledged and appropriately
referenced.
______________ / /
______________ / /
______________ / /
______________ / /

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EXECUTIVE SUMMARY

The purpose of this report was to review the business performance analysis of
Whenua Films that was done individually, by providing an updated business
performance analysis as a group. It is based on the Whenua Film case study, and
relevant websites and articles were researched. This report re-analyses the current
position of the business, market segments, identified future position and
environmental scanning of the company. This report also concludes with critical
success factors which will be discussed to identify key strategic factors. Moreover, it
identifies some new evidence like financial position, core competencies, growth
strategies and a six to twelve months action plan for implementation.
Whenua Films Limited is an independent indigenous film production company
established in 2003. The company is currently in a complicated growth stage and
needs to adopt growth strategies, aligned with the company philosophies and values,
in order to grow the business. Whenua Films must continue to find a balance that
allows the company philosophy to be reflected, while complying with industry
requirements.
In order for Whenua Films to be able to achieve its vision, the company needs to find
a way that allows it to sustain itself financially in every project, as low profits are
tending to be putting the company back in the same position financially as it was in
when the company was first established. Due to their limited funds, Whenua Films are
not able to employ specialist people in many required areas of the company. As they
wish to grow and develop the Maori film industry by facilitating and developing new
producers, directors, actors, and script writers, growth strategies are necessary.
Therefore, finances and lack of human resources are the main areas of concern, and
require the most focus in order for the company to grow. Furthermore, growth will be
assisted by strong local support, continuing the positive market perception, growing
the market share and continuing to maintain excellent strong relationships in the
industry.



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TABLE OF CONTENTS
Executive Summary 2
1.0 INTRODUCTION 4
2.0 BODY OF FINDINGS 5-20
2.1 Analysis 5-7
2.1.1 Current position of the business 5-6
2.1.2 Financial position 6
2.1.3 Market segmentation 6-7
2.1.4 Competitive Advantage 7
2.2 Identifying the desired future position of Whenua Films 8-9
2.2.1 Values of Whenua Films 8
2.2.2 Whenua Films Vision 8
2.2.3 Whenua Films Mission 8
2.2.4 Improvement suggestions 9
2.3 Environmental Scan 9-13
2.3.1 Internal Analysis (SWOT) 9-11
2.3.2 External Analysis STEPP Analysis 11-13
2.4 Core competencies 13-14
2.5 Key Strategic Issues 14
2.6 Critical Success Factors 14- 15
2.7 Growth strategies 15-17
2.8 6-12 month Action Plan 18-19
2.9 Financial forecast for the next financial year 19-20

Reference List 21-22



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1.0 Introduction

This report provides a reviewed business performance analysis of Whenua Films
Limited, an independent indigenous film production company that was established by
Ainsley Gardiner and Cliff Curtis in 2003 (Smyth and Ikin, 2008).
Whenua Films operate in the film industry, which falls into the screen industry. The
company specialises in producing indigenous Maori films, and are based primarily in
Wellington.
The inspiration behind the establishment of the film production company was to
provide a home for indigeneous story telling which would in turn encourage an aspect
of the film industry informed by Maori customs (Whenua Films, 2005). The company
is based on the concept of indigenous filmmaking and incorporates Maori culture and
values. Thus the aim is to provide work for Maori actors, producers and writers based
on Maori philosophies and values.
There are several objectives for this business performance analysis. An analysis of the
current position of the business will be provided including financial position, market
segments, competitive advantage, and the values, vision and mission of Whenua
Films. An environmental scan will then be performed through SWOT STEPP. This
will involve identifying internal and external problems, issues, challenges and
opportunities for the development of Whenua Films. Core competencies of the
company will then be identified. Key strategic issues will then be provided by
evaluating the outcomes of the internal/external analysis in order to identify what the
critical success factors are. Growth strategies and a 6-12 month action plan will then
be provided to enable the company to reach its desired goals, vision and objectives, to
be able to continually develop.






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2.0 BODY OF FINDINGS

2.1 Analysis

2.1.1 Current position of the business
Whenua Films is currently in a complicated growth stage. The company needs to
grow and develop, although there are several obstacles standing in its way,
particularly in regards to finance and human resource issues. Finding a source of
finances to fund the company is difficult, and there is a constant feeling of always
being back at the beginning (Smyth and Ikin, 2008, p. 402). Furthermore, it is
difficult to grow due to the Hollywood standards of practice that are not supportive of
Whenua Films philosophies.
Whenua Films has been in operation for eight years, during which time the company
has experienced different forms of success, in amongst times of difficulty. Not only
have they managed to produce a handful of indigeneous films Tama Tui, Two Cars,
One Night, and most recently Boy, their films have also won a number of awards at
international film festivals. In 2010 Ainsley attended the Berlin International Film
Festival, where Boy won the top prize in the category for younger viewers, while also
making a great impression on the adults when it was screed at the American Sundance
Festival (Hill, 2010). Taikas script writing is also continuing to earn recognition in
the film industry, both locally and internationally (Smyth and Ikin, 2008).
Whenua Films business plan has been founded on the idea that it is important to allow
indigenous people to tell their stories to ensure that their heritage survives, and are not
neglected due to more dominant cultures or failure on behalf of themselves (Whenua
Films, n.d.). Whenua Films needs to develop strategies to enable the company to
grow, while also at the same time applying their philosophies as it will benefit them
and the entire film industry, while allowing New Zealands unique Maori culture to be
demonstrated to the rest of the world. However, trying to stick to their philosophy
does make the company struggle to manage itself in a few areas such as finance,
payments and project planning.

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During the next two years the New Zealand Film Commission (NZFC) is committed
to developing film stories with a strong New Zealand perspective (New Zealand Film
Commission, 2010). As the NZFC is committed to ensuring that Maori filmmakers
and Maori stories are developed, places Whenua Films in a very good position, as
they too want to develop more Maori writers and film scripts. Furthermore, Taika
Waititi has been shooting for the film Green Lantern and was unavailable so Whenua
Films may be a bit behind for their next project.

2.1.2 Financial position
Whenua Films has been fortunate to receive financing from the New Zealand Film
Commission (NZFM) for films produced to date. As an independent film producer
Whenua Films must raise finances from external sources to fund the production of a
film and then relies on other businesses to distribute the film.
As Whenua Films was built on the philosophy of recognising the source of stories and
fairly rewarding contributors to a film, their profit distribution schedules requires
profit to be spread among a large number of people.
Initially, Whenua Films struggled to manage itself in a few areas in order to maintain
the idea and essence of the film that it produces. However, the most recent success of
Boy has taken the company to a much more comfortable position financially. The
figures of the box office collections indicate the gross collections were more than
twice the total investment of the project.
The company can now use the funds at hand to kick-start a number of projects that
they might have shelved earlier due to financial shortcomings, and can seriously start
future planning for recruitment of necessary individuals.

2.1.3 Market segmentation
The market segmentation of the film industry is not as transparent as other industries.
Generally, a movie becomes popular on two counts, either if the actors in the movie
have large fan-followings, or the viewer is provoked by the story or the vibe of the
movie. Indigenous movies rely on falling into the latter category, due to its

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concentration on the story and the feel as well as its connection to a countrys culture
and psyche.
The market for indigenous films in New Zealand was practically non-existent until the
formation of Whenua Films Limited. Thus, the idea followed by the company gives
them a fresh start in the film industry of New Zealand.
The positive point for Whenua Films in market segmentation is the local audience
support from New Zealanders, who are interested in the movies because they can
relate to it making them a steady audience.

2.1.4 Competitive advantage
Being an indigenous film company which is committed to making indigenous films
has given Whenua Films slightly more recognition than their competitors,
distinguishing the company, therefore providing a competitive advantage (Smyth and
Ikin, 2008). It is a unique kind of indigenous film company in the market, which
operates in a niche market. This competitive advantage is likely to continue as
indigenous films are like a currency, making the industry take notice (Smyth and Ikin,
2008).
Whenua Films uses a cooperative strategic business strategy, where they work with
Defender Films Limited, formed as a partnership, to gain a competitive advantage
within the industry and creating an independent business entity. This strategy is
successful because there is equal ownership and they are mutually dependant on one
another.
The success of Whenua Films is also largely dependent on the creative talent and
speed of Taikas script writing, providing a critical success factor and competitive
advantage. By having the cooperation of the actors and film crew it allows for lower
fees in order to complete an indigenous film smoothly, even with a low budget.





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2.2 Identifying the desired future position of Whenua Films

2.2.1 Values of Whenua Films
Making films based on the foundation of being indigenous
Being a company whose underpinning philosophies are recognised and
informed by tikanga
Applying the companys philosophy to benefit everyone, including the Maori
film industry
Recognising the sources of stories and redistributing the wealth from the
stories appropriately
Intrinsic rewards and satisfaction are more important than basing success on
external recognition
Breaking down the Hollywood film hierarchy model

2.2.2 Whenua Films Vision
Whenua Films aspires to build a sustainable and successful indigenous film making
company, by facilitating and developing new producers, directors, actors, and script
writers; in order to give more opportunities for Maori natives to enact and participate
in the pictorial representation of their culture, lifestyle and history.

2.2.3 Whenua Films Mission
The main driving force behind Whenua Films is to create a home for financially
successful indigenous (Maori) filmmaking in New Zealand; to aid in the development
of more highly crafted indigeneous scripts and encourage industry wide talent
development - while being a company whose underpinning philosophies are informed
by tikanga.




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2.2.4 Improvement suggestions
The vision of Whenua Films is too broad and their mission is all over the place and it
is not clearly identifiable in the case study. Therefore, Whenua Films should clearly
identify specifically what they are trying to do/achieve. This would ensure that they
remain focussed and on track, and will also allow future investors to clearly identify
these factors, so there is no confusion.

2.3 Environmental Scan

2.3.1 Internal Analysis (SWOT)

Strengths
An indigenous film company gives more recognition than other businesses
Ainsleys and Cliffs belief that a films story belongs to its source, makes
them stand out in the industry
Ainsley and Cliff have an excellent working relationship and strategic alliance
with Taika, allowing all their different experiences, skills and knowledge to be
combined in a combatable manner
Cliffs focus on securing finance and building long term business relationships
contributes to building relationships with future film investors
Cliffs successful international profile, combined with Ainsleys and Taikas
experience and access to both quality scripts and talent, provide crucial
connections
Taikas ability to deliver fast high quality scripts that do not require a large
budget enables production to start earlier than planned.
The positive market perception of Whenua Films contributes to the ability of
securing private financing and multiple distributions
Whenua Films learn from their past experiences, so mistakes are not repeated
Their Wellington location contributes with cost reductions of film locations
and costs, and allows the company to take advantage of the post-production
talents of Park Road Post Limited

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Weaknesses
Budget constraints and limited resources negatively impact on the company,
by reducing options and causing operations to stall
The philosophy of recognising story sources and fairly rewarding contribution
makes it difficult to survive, let alone grow (Smyth and Ikin, 2008)
Most of the power and credit goes to the producer rather than the source of the
story, as Whenua Films would like to have it
The small sized crew and Ainsleys lack of time to up-skill places extra
pressure on the company
Currently Taika has other obligations as he will be an actor in the film Green
Lantern
Lack of ability to find solid external advice for the film industry
The company has difficulty defining exactly what they are actually trying to
accomplish
The companys website is very out of date and limited
Whenua Films low involvement in distribution and marketing means it is not
done using the core values of the company and the audience might get a
slightly different intended message

Opportunities
There is a shortage of talented Maori producers, actors and writers by filling
this demand it may create more demand for Maori films, and therefore
increasing the number of films produced
The growth and reliance of the film industry places Whenua Films in a good
position
The NZFM is committed to ensuring that Maori filmmakers and Maori stories
are developed over the next two years
Making more short films, more regularly
Low competition in indigeneous films provides more chance of growth
Drawing investors on the basis of recent successes, such as Boy
Continuing to build strategic alliances with the industry and other businesses,
so there is less dependence on government funding

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Threats
There is not enough money in New Zealand to build the desired company,
requiring overseas funding to be sought (Smyth and Ikin, 2008).
Film industry practices restricts the ability of Whenua Films developing the
Maori film industry
If the company is not able to retain its competitive advantage, or new more
superior entrants appear, they could lose their position in the industry
As a result of the Christchurch earthquake and the current economic state of
New Zealand, the government will be looking to reduce costs, the result likely
being less funding
The ever increasing costs of living could result in fewer movie theatre sales,
increasing the likelihood of more illegal movie downloads and ultimately
reducing revenue received

2.3.2 External Analysis STEPP Analysis

Socio-Cultural/Demographic Factors
The continuous development of technology is changing the way that people interact
and the way in which they access films. In this day and age it is more common for the
younger generation to be involved with illegal movie downloading, and this is likely
to continue with the increasing costs of living.
Whenua Films need to be aware of the huge fan following that larger film production
companies have as a result of their bigger budgets and well-known actors. The fact
that the stories are indigenous provides the opportunity for a large number of viewers
to easily connect to the story or a particular character in the story.

Technological Factors
Technology is frequently developing which provides many opportunities for the film
industry. Technology in films is an area of continual development at sometimes rapid
rates. With these technological advancements, such as 3D, 4D and IMAX films, and
the increasing consumer demand for them particularly by the younger generation,

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provides many opportunities (New Zealand Trade and Enterprise, n.d; Film New
Zealand, n.d). Furthermore, with the continuous development of internet and DVD,
more and more people tend to enjoy movies at home because it can save a lot of
money. The company must keep abreast of advances and changes in technology and
be aware of the impact that film technology has on different markets.

Economic Factors
Film production makes a significant contribution to New Zealands economy and is
considered as one of the fastest growing industries in New Zealand (Pounamu Media
Group, n.d.; Greening the Screen, n.d.). This is evident with the total revenue for the
New Zealand screen industry growing 3 percent from 2008 to 2009 (Statistics New
Zealand, 2010).
According to the New Zealand Herald (2011), the already struggling New Zealand
economy is expected to remain grim until 2013. The risk of a double-dip recession
has also been heightened. This factor will have an obvious impact on business and a
flow on effect for the rest of the country impacting on government funding,
investors, living costs and so on.

Political / Legal Factors
The NZ Film Commission is the New Zealand organisation that provides public funds
to support the production of New Zealand films (Smyth and Ikin, 2008). Film New
Zealand is an independent organisation and has the responsibility of encouraging and
assisting New Zealand Films to be made and marketed (Smyth and Ikin, 2008).
The Employment Relations (Film Production Work) Amendment Act 2010, which
was legislated at the end of 2010, allows independent contractors to be involved in
film production (New Zealand Legislation, n.d.).

Physical / Environmental Factors
The New Zealand film industry has been called "one of the wonders of the world...an
unparalleled success story by the American Film Institute (Film New Zealand, n.d.).
The film industry is a useful mechanism in which to market the countrys national

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identity and unique brand, including the indigenous cultures (Greening the Screen,
n.d.). The New Zealand film industry have benefited greatly from New Zealands
wonderful natural landscapes. It also enjoyed success from its Maori culture. Whenua
Films is in a position to show New Zealands clean, green imagery and unique Maori
culture to open new film markets.
Being based primarily in Wellington is beneficial for Whenua Films, with feature
films produced by Wellington businesses earning two-thirds of the revenue for feature
film production in 2009 (Film New Zealand, n.d.). Being indigeneous, it makes
absolute sense for the company to be based in New Zealand. The culture, lifestyle and
history of the Maori people are an inspiration and food for thought in this company.
The unstable natural environment worldwide will impact on various businesses, and
also international funding.

2.4 Core competencies


1. Taika Waititi

Whether it is his writing, acting, experience or his shared vision of an indigenous
film industry in New Zealand, Taika Waititi is the most valued asset of Whenua
Films. His ability to write quality scripts and meet the deadlines on time has been
very useful since the inception of the company. His movie, Boy, has helped New
Zealand cinema grow in self-identity as it was an out-and-out indigenous film, in
sync with the companys vision of developing an indigenous film industry in New
Zealand.


2. Building relationships
This is a strong point of the company and through the combined experiences,
industry contacts, and skills, Ainsley, Cliff and Curtis continually are able to build
industry relationships, which is vital for growth.

3. Uniqueness

The fact that all Whenua Films movies are indigenous marks the New Zealand
audience as a surety to consider the movie on its release due to its uniqueness of

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being relative to New Zealand, which has never been the case in international
cinema as other countries would rather make movies on their own culture instead.
This also makes their movies unique and sets up the movie as a window into New
Zealand and its ways of filmmaking and storytelling.


4. Owners rapport

The rapport between the owners of the company, in accordance with the shared
company vision, has been a huge plus point for the work flow. The commitment
and vision of these three people has made it easier for them to agree on the aspects
of the company that must be considered in order for them to stay true to their
vision.

2.5 Key Strategic Issues
Overcoming limited finances
Retaining current staff
Overcoming the skills shortage
Owners rapport and experience
Management development
Strong relationships in the film industry
Maintaining reputation and talent of staff
Monitoring/keeping track of finance/cash flow
High product quality
Need highly competitive marketing
Creating a sustainable infrastructure

2.6 Critical Success Factors

1. Human Resources
Retaining Taika and his creative script writing as the success of the company
is largely dependent on his creative talent
Skills and knowledge of Ainsley
Hire more staff to handle key operations in New Zealand

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The ability of Whenua Films to full the gap in terms of the lack of skilled
Maori script writers, directors, actors and producers
Strong and committed team management

2. Financial
Secure sufficient financial resources to support the company through its
development
Need more money to bring in more staff
Cutting down costs of producing films
New Zealand Film Commission
Securing overseas funding for future films


3. Productivity systems operational efficiency

Retaining the indigenous nature of the company
Maintaining the strategic alliance with Defender Films Ltd
Maintaining the speed of Taikas script writing
The ability to secure a quality source of scripts
Strengthening strategic alliances/relationships in the film industry
Directors need to ensure they develop and full their knowledge gap
Creating a sustainable infrastructure which is supportive of multiple projects
Strong local support
Owner rapport


4. Marketing

Looking for the right people to market the business
Building long term relationships with overseas agents
Increase the advertising, to attract new customers
Update company website, as it is very out-dated

2.7 Growth strategies

Whenua Films Limited has used a diversification strategy because they have created a
new way of indigenous films and Maori film industry. In order to achieve its vision

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Whenua Films needs to use a corporate growth directional strategy, maintain its
cooperative business strategy with Defender Films, and a functional approach needs
to be taken. The firm's boundaries should be drawn in terms of vertical and horizontal
extensions of scope, which are industry attractiveness, business strengths and
competitive position.

Goals for Whenua Films Limited: (1-3 years)

Increasing the number of financial resources secured to support the company
Ainsley should acquire a legal and accounts teams, office manager, and
marketing person
Developing more Maori producers, directors and writers
Creating a sustainable infrastructure which is supportive of multiple projects
Cliff and Ainsley plan to set up a creative writers retreat to create an opportunity
for indigenous writers a place for development.

Strategic objectives (3-5 years):
Increasing the number of customers, decreasing cost and increasing market share
Market Development in order to grow, Whenua Films need to diversify their
target market and geographical locations, while maintaining a relatively low risk
Keeping competitive advantage which is producing quality indigenous films,
rather than entering other market segments
Need to be task orientated with an industry focus positioning in the industry is
vital for growth and development
Improving on strategic relationships within the industry to create more
opportunities
Increasing the brand awareness about indigenous films worldwide




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1. Financial

Looking for investment companies or advertising sponsor particularly
finding ways to gain finance from international investors, to produce more
feature films
Well budgeted work
Decrease reliance on the New Zealand Film Commission
Improve on their profitability

2. Human Resource Development
Retention of current staff
Build alliances with complimentary professionals/organisations e.g. Unitec to
increase on resources
Increase talent poll: internal promotion for training new recruits (Unitec
graduate film students) to bring new vitality and talent for the company,
produce short films, talent workshops to recruit new talent and quality writer
to create new film themes script
On-going professional management development
Keep up with the pace of technology to the best of ability

3. Marketing
Strengthen and grow strategic relationships within the industry
Build an alliance with an identifiable and complimentary brand/organisation
Market research and target market
Increase/growing the market share expanding distributions to foreign
markets
Further developing a strong brand image and awareness
Increase advertising

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4. Operational productivity
Improve the internal operations of the company
Ensure knowledge is expert
Increasing the number of pre-production and production staff
Strategic alliance with Unitec which would be complimentary to what they do
Improve on technology
Increase the number of quality films produced

2.8 6-12 Month Action Plan
6 12 Month Action Plan
Strategy 1 Strategy 2 Strategy 3 Strategy 4

Financial Strategy
Human Resource
Development


Marketing Strategy

Productivity
Improvement
1. Increase
profitability by
10% by May 2012
2. Reducing reliance
on NZ Film
commission
securing/finding
overseas investors
instead
3. Budget for Ainsley
to be able to
acquire a legal and
accounts teams,
office manager,
and marketing
person in the
short-medium
term
1. Retain current staff
2. To build a strategic
alliance with Unitec by
December 2011 the
Unitec film school,
negotiate setting up a
Maori film
school/workshops
with the aim of training
talented Maori
actors/producers/writers
to increase talent pool
3. Management
development to
ensure knowledge is
expert Ainsley to
attend specific training
to full her knowledge
1. To build a strategic
alliance with Unitec
by December 2011
2. Strengthen and
continue to grow long
term relationships with
overseas agents and
the film industry (on-
going)
3. Market research - the
size and scope of the
market in order to
clarify the target
market and their
needs/preferences by
Dec 2011
4. Investigate the best
methods of advertising
1. To build a strategic
alliance with Unitec
by December 2011
2. To improve upon
internal processes
management
development
3. Continue to find
quality script
sources
4. To improve the best
possible image and
sound qualities
5. Increase number of
scripts produced
6. Produce more short
films
7. To participate at

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gap by December
2011
4. Increase number of
employees by 10%

the company by
November 2011

least once in a film
awards festival by
May 2012


Tactics Tasks Tactics - Tasks Tactics - Tasks Tactics Tasks
Reducing costs
and producing
more short films
Researching
possible overseas
investors
Updating/adjusting
budgets
Continue to satisfy
current employee needs
Ainsley needs to
approach Unitec the
film school, to discuss
the possibility of
creating an indigenous
film school on campus
Increasing management
knowledge
Recruitment
Ainsley needs to
approach Unitec
Strengthening/growing
relationships
Carrying out market
research
Deciding upon best
advertising methods

Ainsley needs to
approach Unitec
Management
development
Networking
Increase production
rate


2.9 Financial forecast for the next financial year

MOVIE
(year)
BUDGET
(NZD)
Gross
Earnings
(UK)
Gross
Earnings
(USA)
Gross
Earnings
(NZ)
Total Gross
(NZD)
Eagle v/s
Shark (2007)
$1.9
million
47,845 USD
221,846
NZD
948,000
$1.36
million
Boy (2010) $ 3 million N/A N/A NZD 9.3
million
$9.3 million
Source: IMDb (2007), IMDb (2010)

According to the table above, Whenua Films was roughly half a million dollars short
of breaking even with their budget for Eagle v/s Shark with the help of gross earnings
from international markets such as UK and USA. Boy, which was released in 2010
mainly in New Zealand due to its high relativity of content to New Zealand, was able

20

to gross nearly twice the cost of its budget. This total gross, however is not all in the
account of Whenua Films as the film was co-produced along with the NZ Film
Commission and Unison Films.
According to the information at hand, even though Eagle v/s Shark did not break
even, Whenua Films was able to experiment its indigenous ideology and see the
response they got from the audience. Financially, Whenua Films is in a better position
now, as even by the equal distribution of profits, Whenua Films must have made a
total profit of over NZD 2 million from it. Hence, Whenua Films can now use those
funds to buy scripts, hire more regular talent who shall be accessible in New Zealand,
as well as co-produce other projects, in which case the returns will be higher if the
said movie gets as much acclaim and success as their most recent success, Boy.

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http://www.filmnz.com/introducing-nz/film-industry-history.html

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Hill, R. B. (2010). The woman behind boy. Retrieved May 14, 2011, from
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IMDb. (2007). Eagle vs. Shark. Retrieved May 20, 2011, from
http://www.imdb.com/title/tt0494222/business

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Whenua Films. (n.d.). Whenua Films. Retrieved March 22, 2011, from
http://www.whenuafilms.co.nz/about.htm