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The author reflects on the effects of the global financial crisis on the economy of New Zealand. She points out that the full effects of the global economic crisis have yet to hit home in New Zealand with the combined revenue of the country's top 200 companies managing to rise a creditable 7.9% in 2008. She argues that things are moving and changing so quickly that it is near impossible to say exactly how things will pan out or exactly what will be required to mitigate the crisis.

Russia is the world's largest exporter of roundwood, mainly to China, Finland and Japan. The Russian government recently announced an increase in its export tax on softwood roundwood from the present 6.5% of export product value to 80% by January 2009. The effects of this policy on the world forest sector to 2020 were simulated with the Global Forest Products Model. The predicted results were lower Russian roundwood exports and prices, lower global wood supply and higher world roundwood prices. In response, the USA, Germany and New Zealand would increase production and export of roundwood. Major consumers of Russian roundwood would suffer a reduction in production and export of wood products. By 2020 Russian harvests and roundwood exports would be 49 million m3 (19%) and 51 million m3 (50%) lower, respectively. The price of roundwood in Russia would be 16% lower. This would encourage a modest increase in Russian forest product production: 1-3% higher. However, Russian export revenues would be US $3.4 billion (23%) lower as growth in processed exports would fail to offset reduced roundwood export revenue. Value added in all manufacturing sectors would be US $225 million higher in Russia, while it would be US $1.3 billion lower in Finland and US $728 million lower in China. Owing to the tax on exports the Russian forest stock would be 1 billion m3 (0.3%) higher in 2020. [ABSTRACT FROM AUTHOR]

New Zealand's tax system is relatively simple and transparent by international standards. But there may still be scope for reducing the costs of taxation. This paper develops a stylized model for New Zealand to evaluate the effects of reducing higher-income tax rates. The results suggest that a reduction in higher-income tax rates would improve New Zealand's long-run economic performance if it were financed by a decline in (non-productive) government spending and/or increases in revenue from other less distortional taxes. Despite the reductions in the higher-income tax rates, higher-income taxpayers would continue to pay a larger proportion of the tax burden than lower-income taxpayers. [ABSTRACT FROM AUTHOR]

Local governments in New Zealand raise approximately 60% of revenue from property taxes to fund the delivery of local services. With local government given the legislative power to choose the basis of their property tax, this research provides empirical insight into variations between local governments and the property tax system employed. As several local authorities have opted over the last twenty years to change their rating system, the paper investigates if there are factors common to those authorities that could help explain these shifts. The research uncovers a pattern that relates the choice of rating system to the level of mean income within local authorities. Some tentative conclusions and implications are suggested both for New Zealand local public finance and for the use of property, and particularly land taxes more broadly. [ABSTRACT FROM AUTHOR]

The article focuses on the concept of ecologically sustainable development (ESD). Overlapping system model of SD and nested system model of ESD are the two predominant models of sustainable development. Most countries like Australia and New Zealand prioritize economic growth as against ESD. The corporate sector is a major and powerful barrier to ESD. The business system within which major corporations operate requires them to ensure their survival by continually growing their revenues and profits. Thus priority is given to economic growth and not ESD. The Natural Step model is used to develop a specific framework for ESD.

This article describes an empirical investigation into the revenue streams of online content providers in New Zealand. It extends previous academic literature by taking a broader scope and a unique geographic focus (New Zealand). Framed according to a proposed integrated classification of revenue streams and supporting features, which identifies six revenue streams and four supporting features, the study investigates the satisfaction levels of content providers with the revenue stream(s) they use, the issues faced in generating revenue and whether the supporting features support the revenue generating capacity of content sites. After applying certain eligibility criteria, 36 sites comprised the target population of which 11 were represented. Web site examinations coupled with a mixture of face-to-face and e-mail interviews with senior managers comprised the data collection instruments. Respondents used all six revenue streams to monetize their online content. A profile of revenue stream usage, satisfaction levels with revenue stream performance, the issues surrounding revenue generation and the contributions of supporting features are presented. [ABSTRACT FROM AUTHOR]

Museums in New Zealand are not a homogeneous group in terms of their level of income-generating activity or the nature of those activities. The gap of knowledge consequent on this situation led to the National Services unit of the Museum of New Zealand Te Papa Tongarewa, commissioning primary research into the revenue-generation activities of the sector. This paper presents the results of that research, specifically the data gathered through a questionnaire. The results provide a profile of respondents in relation to their operating contexts, the sources of financial and non-financial support they received (from the local community, local authorities and central government), and the types of income-generating activities they undertook. The results contribute to a better understanding of both how organisations within the sector generate income (from traditional sources and new, more innovative activities) and what factors influence their ability to do so. [ABSTRACT FROM AUTHOR]

The article discusses the phenomenal growth of legal gambling around the world in the last two decades of the twentieth century. Grossed revenue earned from legalized gambling increased from $10.4 billion in 1982 to $54.3 billion in 1998. In Australia, the gross revenues increased from $3.5 billion in 1982 to over $11 billion in 1998. The New Zealand Department of Internal Affairs reported that gross gambling revenues from horse racing, lotteries, gaming machines and casinos had increased from $155 million in 1982 to $1.5 billion in 2001. Canada also reported a similar increase in gambling revenues. A significant amount of revenue increase has also been reported from Great Britain, Europe, South Africa and Asia. This increase is attributed to the expansion of legalized gambling.

The article offers information on the effects of the Fourth Labour Government legacy or Rogernomics to labour market in New Zealand over the period from 1984 to1990. Total employment fell by about 5% during the period of Rogernomics and unemployment rates more than doubled. Apprenticeship numbers were cut significantly and there was a severe reduction in labour force participation. Moreover, the era saw a reversal of the historical trend for women's labour force participation and there was a restructuring of many full-time jobs to part-time jobs. Furthermore, the real wages fell and the distribution of labour market income became more uneven. The Maori and Pacific Island women workers suffered the most from the Rogernomics programme.

The article offers information about the Beca Group, the 2010 Deloitte/"Management" magazine Company of the Year in New Zealand. It reports that the company was able to grow its annual revenue from 180 million U.S. dollars in 2006 to 366 million U.S. dollars in 2010, and double its after tax profit to 33 million U.S. dollars. Described is the mainstreaming approach of the firm for its business model, which was made by chief executive Keith Reynolds and involves formulating vision and values, mission statement, strategic framework and scorecard reporting.

Discusses the importance of revenue growth to company executives in New Zealand. Components of delivering growth; Impact of executive influence to corporate growth; Scope of full growth.

The article discusses the business support network being established through the partnership of MYOB and Business Mentors New Zealand. It offers insights about the growing demand for professional mentoring among New Zealand's small- and medium-enterprises (SME) based on local business surveys. The article also notes the major challenges that SMEs are facing with regard to revenue growth and cashflow management. In relation to this, MYOB has provided resource kits for its network of 1,600 Business Mentors to address the needs of SMEs.

The author examines the correlation between good leadership and executive remuneration rewards. He notes that New Zealand is following the trend of paying high to have the best leaders. He argues against claims that high executive remuneration schemes are insignificant in relation to revenues. He cites "Fast Company" magazine founding editor Alan Webber's description of a good leader. The author concludes that excessive salaries do not create quality leadership in many New Zealand companies.

The article looks at the performance of Sky Network Television, the recipient of the Workbase Best Growth Strategy award for the 2010 Deloitte/"Management" magazine Top 200 Awards. This New Zealand business has seen the number of its subscribers grew by 23,495 to 802,397 and its product innovation MySky attracting many customers. The company also reported a 16.9% increase in its net profit to 103 million U.S. dollars, reflecting the growth in revenue as well as a decline in finance expenses by 8.4 million U.S. dollars.

The article offers information on the criteria used to determine the Top 200 companies in New Zealand. To be included in the Top 200, organization must operate for a commercially determined profit and be liable for tax on earnings. Companies fully owned by another New Zealand company are excluded. Criteria for the selection include revenue, return on revenue and total assets.

The author comments on the problems by the Treasury of New Zealand in projecting revenue. He says that during the tenure of Finance Minister Michael Cullen the Treasury projected less revenue that the economy dished up. He comments on the job of a prudent treasurer and his responsibilities. He says that Cullen was besieged by demands for social and other spending, and for tax cuts.

Compares the 2001 and 2002 Deloitte/Management Top companies Awards in New Zealand. Information on the revenue changes of companies between 2001 to 2002; Changes in the assets of companies; Performance of company equities.