The Ownership Model of Sealord

With fishing activities throughout Australia and New Zealand, Sealord is the largest seafood business in the Southern Hemisphere. The business has almost 50 years of experience in selling, processing, agricultural, and fishing operations. The company's ability to regularly provide high-quality seafood to its clients around the world is made possible by its five decades of fishing industry experience (Pavlovich, & Akoorie, 2010).
Sealord, which was founded in Nelson in 1961, is held equally by the Maori people of New Zealand through Aotearoa Fisheries Ltd. and the Global Seafood Company Limited. Being a Maori company, Sealord has forged alliances with a several business ventures internationally. The corporate identity of Sealord was a collaborative effort between leaders and its people (Stringer, Simmons & Rees, 2011).

Business Organization and Operations of Sealord

In New Zealand, Sealord bases its fishing operations in Nelson, where all aspects of deep-water operations such as harvest through and sales are managed. The organization operates seven deep-sea vessels in the waters of New Zealand and Will watch. The company is involved in marketing an extensive range of frozen and fresh white fish products in both Australia and New Zealand. Sealord also markets its leading brand salmon and canned tuna in the country and internationally. Furthermore, Sealord exports more than 90 percent of their seafood to over 40 countries in a variety of frozen and fresh formats (Stringer, Simmons & Rees, 2011).

Sealord Fishing has partnered with the Rockliff family in Tasmania to operate a deep water fishing enterprise in Australia. The company also has its processing facilities in Nelson. The North Queensland Sealord is based in barramundi, and it ventures in farming operations to provide high quality and reliable supply of fresh fish to its customers. Moreover, Tasmanian Salmon and Sealord King Reef venture in Aquaculture. Sealord Fishing is also interested in two toothfish joint ventures including Australian Long Line and the New Zealand Long Line.

The Sealord King Reef forms the largest Barramundi farm in Australia, and it is a fully integrated processing, growing, and breeding enterprise. The Sealord King Reef supplies a variety of whole fish to retailers and wholesalers across Queensland and Victoria. Petunia is another business venture of the Sealord that is involved in supplying supermarkets, food service wholesalers, and restaurants across South East Asia, Europe, the United States of America, and Australia (Pavlovich, & Akoorie, 2010).

Part B

The commercial Nature of Ngāi Tahu Tourism

Ngāi Tahu Tourism is one of the largest tourism operators in New Zealand, host over a million customers annually in all its 11 iconic businesses. The iconic business includes Agrodome, Hukafalls Jet, Glacier Hot Pools, Dart River, Guided Walks New Zealand, and Shotover Jet. Ngāi Tahu owns several businesses across the country, and currently, it has assets with a market value of $550 million. Ngāi Tahu brags of the investment portfolio of prime properties including Iveagh Bay Terraces, Lincoln Farm subdivision, Christchurch Courts Complex, Christchurch Civic Building, and Akaroa residential developments. The profits generated from Ngāi Tahu Tourism are re-invested and distributed back to the local people to support social, educational, and cultural wellbeing initiatives (Cloke & Perkins, 2005).

The Development of Ngāi Tahu Tourism and the Treaty of Waitangi

The treaty of Waitangi has referred to us the founding document of New Zealand which was signed in 1840. The treaty was signed in the South Island at four distinct areas, three of them were within Ngāi Tahu. Ngāi Tahu then became a major party to the treaty of Waitangi. The aim of the treaty was cession, shifting Ngāi Tahu sovereignty to the crown in exchange for necessary guarantees.

Ngāi Tahu initiated a series of land sales between 1848 and 1864to the Crown. However, in 1849, the Crown started defaulting on the agreements making their relationship to be more difficult. The Crown failed to reserve enough land they had promised Ngāi Tahu. Furthermore, the failure of the Crown to establish hospitals, and schools and the disputes over boundaries worsened the relations between the two parties (Cloke & Perkins, 2005).

The Development of Ngāi Tahu Tourism business began in 1998 when the community was granted cultural redress. The cultural redress was the confirmation of The Development of Ngāi Tahu’s ability to express traditional guardianship relationship with the economic redress, acknowledgment of the role of Aoraki, tribal redress, and the environment. This financial acknowledgment has made Ngāi Tahu to culturally and economically re-establish itself. Currently, Ngāi Tahu has interests in property, tourism, and fishing. The Ngāi Tahu Settlement Act 1998 resulted from the negotiations between the New Zealand government and the Ngāi Tahu Maori tribe. The agreement addressed the claims of Ngāi Tahu in the 1840 treaty of Waitangi and led to the conversation of 65 percent of lands in the South Island. The settlement of Ngāi Tahu included a full title to the Aoraki National Park and other nature reserves. The Ngāi Tahu used $170 million to acquire commercial businesses such as the mainstream nature tourism enterprises.



































References

Cloke, P., & Perkins, H. C. (2005). Cetacean performance and tourism in Kaikoura, New Zealand. Environment and Planning D: Society and Space, 23(6), 903-924.

Pavlovich, K., & Akoorie, M. (2010). Innovation, sustainability and regional development: the Nelson/Marlborough seafood cluster, New Zealand. Business Strategy and the Environment, 19(6), 377-386.

Stringer, C., Simmons, G., & Rees, E. (2011). Shifting post production patterns: exploring changes in New Zealand's seafood processing industry. New Zealand Geographer, 67(3), 161-173.

Internet source: https://www.ngaitahutourism.co.nz/

Internet source: https://www.sealord.com/