The franchise model is one reason for the company’s dramatic growth, says Lamont. The master franchisee in each country is responsible for investing in growth in that market. “If we had to fund all those markets, we simply wouldn’t be in all of them,” he says.

He also believes in local partnerships. “We have an expat manager based in China and an office in Australia but my firm belief is in developing partnerships with locals.”

Ask Lamont to name the biggest challenge to exporting and he unhesitatingly plumps for the fluctuating New Zealand dollar.

“The currency is a major challenge for a business like ours. More of our earnings come from export than domestic and most of our international trading is in US dollars, dictated by our customers. Companies need to be quick to take contracts while the dollar spikes downwards.”

Wade Gillooly, chief executive of Pitango Innovative Cuisine, which won the category for companies with revenue less than $10 million, says innovation and a sharp focus on the supply chain are two reasons behind Pitango’s success.

Pitango was set up by Ofer and Yasmin Shenhav 10 years ago to sell organic soups and dips, and almost from the start focused on exports. The couple sold the company last year to Gourmet Food and Gillooly was brought in at the start of this year. Sixty percent of the company’s business is now offshore and Australia is its largest export market. But the testing ground for each new product is New Zealand, says Gillooly. The New Zealand retail supermarket business is quite sophisticated and Gillooly believes it is a great proving ground before venturing offshore. A New Zealand company looking to export would do well to get the fundamentals right here first, he says.

It’s common knowledge that New Zealand needs to grow its export sector to grow the economy. But the sad fact is 25% of our exports are made by Fonterra, while 63% are made by 387 larger companies, and the remaining 12% is shared between 12,200 companies, most exporting less than $50,000 worth of goods or services a year.
It’s great to celebrate the success of those companies doing well offshore, says Beca’s Paul White. But, more importantly, the awards are a benchmark, both for the companies doing well, like Beca, and for those looking to do well.

He has one proviso for any New Zealand company looking to export: look to build relationships in your target markets, and be realistic about your business plan.

“You need clarity of mission and target.”

THE WINNERS: New Zealand International Business Awards 2009

• Supreme award: Beca International
• Best business operating internationally — under $10 million: Pitango Innovative Cuisine
• Best business operating internationally — $10 million to $50 million: Emerald Foods Group
• Best business operating internationally — over $50 million: Beca International
• Most innovative approach to international business: BankLink
• Best use of design in international business: Modtech Industries
• Best commercialisation of intellectual property in international business: Gallagher Group
• Best use of research and development in international business: Triodent
• Emerging international business leader: Mark Eglinton
• Outstanding international business leader: Bill Gallagher
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