Marg Kronfeld is Open to International Business in New Zealand

Tourism in New Zealand is an important export source of revenue, having been the source of support for 110,800 jobs for kiwis in 2013. Tourists contributed 3.7% of New Zealand’s Gross Domestic Product in the same year, and the corollary spending of the effects of international tourist spending brought in 16% of New Zealand’s export earnings in that year. Those who work in New Zealand business, like kiwi Marg Kronfeld, depend as heavily on international trade as on buying and selling with fellow New Zealanders. The mixed economy of New Zealand involves doing business primarily with Australia, the European Union, the United States, China, South Korea and Japan. New Zealand is in an especially close partnership with Australian, its closest neighbor.

Marg Kronfeld’s company, BK Enterprises, which employs 36 in the business of servicing, selling and financing Hyundai, Isuzu and Renault auto brands, improved its turnover over 400% between 2008 and 2016. Everyday tasks dealing with the business’ social media contacts, project management, and budget, planning and staff development are part of Kronfeld’s direct oversight. Kronfeld’s company, and many others like it, are part of the service offerings of New Zealand, making up 63% of the Gross Domestic Product of the country in 2013. Kiwi manufacturing industries include the production of aluminum, various facilities for food processing, the fabrication of metals and harvesting of wood products like paper are all part of the service businesses which add to the country’s success.

BK Enterprises Company Director Marg Kronfeld is an informed proponent of New Zealand business, and remains abreast of all aspects of New Zealand’s economic performance.

https://en.wikipedia.org/wiki/Tourism_in_New_Zealand

 

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Marg Kronfeld – Encouraging Leadership Development

Marg Kronfeld is a New Zealand professional and the company director of BK Enterprises. As an experienced manager and director, Marg Kronfeld has developed methods to encourage leadership within her companies. If you’d like to do the same in your own professional endeavors, try tactics like those listed below:

  • Establish a Vision – Communicate a clear vision to every team member so that they know where the company is headed. Helping your employees understand your overall vision for the organization helps each member see how their role is important to the bigger picture. This can encourage team members to work harder and improve company morale. Adding a non-profit cause to the organization’s vision, such as donating monthly funds to a charitable cause, can also encourage employees to work harder.
  • Encourage Learning and Development – Offering proper training and leadership development programs to employees gives them a chance to learn about their current role and to prepare for advancement. This can be as simple as encouraging your senior employees to mentor fresh talent or as in-depth as hiring on new team leaders for these programs.
  • Talk About Leadership Traits – Scheduling regular meetings to discuss leadership development and talents can encourage employees to overcome obstacles and improve skills. Identify personal strengths of individual employees to the group, too, to show that you appreciate and applaud what each person brings to the table.

Many successful professionals seek mentorship from seasoned businesspersons like Marg Kronfeld. Try reaching out to a few such pros in your area to locate a beneficial mentorship of your own.

 

Marg Kronfeld – Effective Debriefing

Marg Kronfeld is a New Zealand businesswoman with more than three decades in management positions. Like many diverse professionals, Marg Kronfeld is often tasked with staff development and team leadership roles. Positions like these require effective handling of employees, and a large part of that is debriefing. If you need to improve your debriefing skills, consider including points like those below in your sessions:

What Worked?

Examine what worked well and what parts you would do again after each project or discussion. This will help you and your team identify positive factors so that you can focus on them in similar situations in the future. Allow team members to give their input on what they think worked and what they think should be repeated.

What Didn’t Work?

Talk about what aspects did not work well and what points you might have missed during a project. Look at choices that backfired, underestimations of required time or money, lessons learned and sources of confusion. Even if a project went well or a meeting did not have anything that you think “didn’t work,” cover the question briefly to give all team members a chance to give their input.

What Could We Do Differently?

Talking about what you could do differently in a similar future situation gives team members a chance to be heard. Ask this question only after discussing what didn’t work so that you can apply a full scope of the situation to considerations for future projects.

As you gain experience debriefing employees and handling general management, you will develop your own methods and styles. If you’d like some help in the early stages, consider contacting a professional like Marg Kronfeld in your area and asking for advice over coffee.