The opportunities in Level 2
While Covid-19 has been destructive to many businesses, some have found success and opportunity in the crisis.
When Covid-19 forced us into our bubbles and put a 2 metre distance between people outside of it, Matt Brooks wasn’t bewildered like most of us. He saw an opportunity.
His virtual queueing technology developed after growing frustrated at waiting too long for a haircut suddenly had genuine public health potential. It could help people avoid large gatherings while waiting for a service.
‘‘Our model was created around barbershops but I knew it would work in other areas,’’ Brooks, who grew up in Taranaki, says.
‘‘Since Covid-19 we’ve been approached by every sector that’s got queueing.’’
That means coffee shops, retailers, restaurants, takeaways. Suddenly his niche technology is mainstream and business is booming.
While Covid-19 has been destructive to many businesses, some have found success and opportunity in the crisis.
Brooks says the opportunities people are seeing now have always been there but Covid-19 has forced them to think differently.
‘‘I’ve had people ring me up and say ‘are you taking advantage of Covid -19?’ and no, I’m not. I haven’t changed anything in what I’m doing, I’ve just made my product work and keep people safer.’’
He says if people carry on the way they always have, customers won’t come to your business.
‘‘Smaller businesses, the hospitality businesses are losing the hardest. They’re the ones that are having to think outside the box.’’
For retailer Kelly Whittaker, this isn’t her first recession.
She’s had Shine on Devon Street East for 15 years, and she’s confident she’ll come through the other side, just like she did after the global financial crisis.
‘‘No matter what, when people are down, sad, depressed, whatever, they want a little pick me up and generally if it’s not alcohol or food then it’s usually a little gift for themselves.’’
The key is to know your market wholeheartedly and have a point of difference. That’s where the opportunity lies, Whittaker says.
‘‘A lot of my stuff I make myself. I’m lucky in that respect. They are one-offs and not the same as any other shop in New Plymouth or New Zealand.
‘‘I’ve just gone down a different path and making kokedamas, which are moss balls and plants, just because I can do that here in New Plymouth and not have to rely on sourcing things from other countries.’’
Marnie Johnston-Saywell, who owns New Plymouth’s Arborio restaurant with her husband Simon, says their lockdown was spent working out what the business will look like in level 2 and beyond.
The biggest opportunity has been offering delivery and takeaway options, she says.
The restaurant remained closed during level 3 but when they reopened they had delivery and takeaway options for customers.
‘‘It’s not something we’ve ever really focused on, we’ve never really needed to worry about it in the past.
‘‘But now that is a fully functioning part of the business on our website, and we’ll be marketing it going forward.’’
Going forward, the focus was going to be on local customers and delivering to an exceptional standard, she said.
‘‘We’re going to have to hyperdeliver on what our customers’ expectations are because the market has shrunk so considerably with tourism gone.’’
But it’s not just the technology and hospitality industries that are facing opportunity.
Anna Straathof, real estate agent for Tall Poppy New Plymouth, says the new way of working means they were offering more of a one-to-one experience for potential buyers.
Straathof said the days of neighbours popping around to have a nosey at open homes were over for now. Only genuine buyers were able to view properties.
‘‘Homes for sale will open up for set periods and potential buyers will be taken through separately, at staggered times.
‘‘I’m spending more time talking to potential buyers over the phone before they come and view a home.’’
With mortgage rates the lowest they’ve ever been, Straathof says New Plymouth has been experiencing a surge of buyer activity and the market is ‘very buoyant’.
‘‘Contrary to some of the analysis we’re reading, there are buyers out there ready to buy.
‘‘I’ve got vendors waiting for a good time to list and it appears that time is now.’’
Michelle Brennan, coordinator of the Taranaki CBD Business and Retail Association, says it was time for retailers to start thinking differently about how they operate.
While many were quite progressive, there were still retailers stuck in their ways and not open to change, she says.
‘‘But it’s time now to reimagine their business.’’
Brennan saw an opportunity for businesses to survey customers asking why they shop with them and when they shop to look at the option of adapting opening hours to fit in with changing shopping habits.
It was time for a change away from the traditional 9 to 5, Monday to Friday, and Saturday mornings model, she said.
‘‘They’re business people, but they’re also family people and so it’s difficult for them to get their minds around working in the weekends or opening later so people that work can come and shop.’’
Blair Withers, manager of Taranaki’s Withers Coachlines, which runs tour buses across the country, says everyone is hanging their hats on the opportunities of getting New Zealanders to travel their own country.
‘‘New Zealand has had such a big focus on international tourism for so long it’s sort of left behind the local market.
‘‘Price point is important too. I don’t know how many New Zealanders are going to go and spend $350 a night on a hotel in Queenstown. It has to be attractive to the market.’’
Wither believes Taranaki has plenty to offer tourists. It is just a case of marketing it as a destination as it suffers from ‘‘it’s far away syndrome’’ which isn’t a reality.
The company has a huge list of local market travel plans but can’t press play on them yet as the level 2 limits make it uneconomic.
‘‘It’s too restrictive to be able to go out with 10 people on a big bus.’’
Time will ease people’s concerns of travelling, Withers says, and with talks of a trans-Tasman bubble in the future, Australians may be able to holiday here too.
‘‘We know people want to go out and explore and spend money, which is great
‘‘There’s optimism there, there’s hope there,’’ he says.
‘‘But what it’s going to turn out like in the future is a little bit unknown.’’
Justine Gilliland, chief executive of
Venture Taranaki, the region’s economic development agency, says Taranaki’s tourism numbers have always been heavily skewed to domestic travellers but that market was becoming increasingly competitive and crowded.
‘‘Our region needs to be clearly targeted, to leverage its stories and existing strengths, and leverage the power of our local connections.
‘‘We have a compelling and unique product offering which is currently underdeveloped, and our stories differentiate us from other regions.’’
Food tourism especially offered a big opportunity, Gilliland says, with a range of products produced here which could be further developed.
Venture Taranaki was also looking to drive investment in infrastructure as in the past, with projects like the Len Lye Centre and improving the Pouakai Crossing, it had made a huge impact on visitor numbers to the region.
‘‘Now is the time to sell our amazing region to your friends and family, and encourage them to visit Taranaki, explore all we have to offer, and have an experience like no other.’’