NZSA: A Situational Analysis
Presented to an independent strategy consultant

NZSA: A Situational Analysis

CONTENTS

Executive Summary ------------------------------------------------------------------------- 3
Introduction

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External environment: an analysis ------------------------------------------------------5
Internal environment: an analysis --------------------------------------------------------8
Conclusion

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APPENDICES

Appendix EE01 – STEP/PEST analysis --------------------------------------------------- 13
Appendix EE02 – Industry analysis ------------------------------------------------------ 16
Appendix EE03 – Competitive analysis

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Appendix EE04 – Segmentation/targeting

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Appendix IE01 – Organisational structure

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Appendix IE02 – Deal and Kennedy’s cultural model -------------------------------- 31
Appendix IE03 – Denison Organisational Culture Model ----------------------------- 35
Appendix IE04 – RBV analysis
Appendix CO01 – SWOT analysis

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NZSA: A Situational Analysis

EXECUTIVE SUMMARY

The New Zealand Software Association (NZSA) is an organisation that enables networking and mentoring opportunities for small business owners within the software/ICT sector in the country. This non-profit organisation has been functional for over 20 years, but has seen a recent and alarming drop in new memberships that has not abated.
This document analyses the current situation of the NZSA and attempts to highlight the areas in which the organisation is lacking or could improve upon.
The analysis is conducted by looking at both external factors – the macro environment, the industry in which the NZSA operates, the competitive forces it encounters and the relevant segmentation of the target audience – as well as internal factors, including the structure of the organisation, the dominant culture and the resources and capabilities that it has at its disposal.
In the course of the analysis, several industry-standard models have been used and care has been taken to apply it to the specific nature of the NZSA and the industry that it functions in.
The conclusion of the analysis presents certain key strategic issues that the NZSA would need to address, along with recommendations on how to tackle them. The strategic issues, and the connected recommendations, have been kept purposely limited in order to enable focus and ensure that each is given importance, as opposed to a longer list, where points are likely to lose significance.
Recommendations include improving the database, to improving the marketing measures to go after a target audience that has changed from what it used to be more than twenty years ago. Successful attraction of this new target audience to the NZSA is the only way it can add to its membership base – not just for now, but for the foreseeable future. Since most of the association’s revenues are brought in by members, it is imperative that the NZSA consider these recommendations seriously, and implement them in future strategy, in order to continue functioning as an organisation of repute within its industry. NZSA: A Situational Analysis

INTRODUCTION

The New Zealand Software Association (NZSA) is no new entrant to the market it serves.
The NZSA started life as the New Zealand Software Exporter’s Association (NZSEA) in
1989, as a joint action group between the Information Technology Association of New
Zealand (ITANZ) and Trade New Zealand (now called New Zealand Trade and
Enterprise).
When the group started, the