Macpac became a leading manufacturing unit of outdoor equipments as there were no other manufacturing industries in New Zealand. The sound internal resources like technology, manpower, innovative ideas and machinery equipments paved the way for the impending success in the this period. Product innovation was another stimulus responsible for the growth. The enormous entrepreneurial energy displayed by the founder also made the success achievable and it was a strong impetus for the rapid growth in the initial stage.
In the startup stage, the entrepreneur focused mainly in his vision and available resources. Bruce McIntyre did not make much of an effort on market expansion, market penetration or product development. He efficiently used his internal resources like people, expertise, technology and funding.
The growth depended on the company’s ‘international strategy of exporting’. By using acquired skills, knowledge and experience Macpac grew internationally out of challenging conditions of New Zealand.
The entrepreneur prioritized customer service which raised a huge demand among the buyers. In 1978, this led to 100% growth in sales figure. In 1987, the export market of Macpac took a new shape. Export in the countries like Holland and Switzerland followed and soon after Germany and United Kingdom markets also were developed. The key factors behind the international success were:
Macpac not only pursued a strategy to grow internationally but also concentrated on being a leading name domestically. Honesty and transparency was factor for Macpac’s success. Customers nowadays are very much cautious about what they buy. Many companies fail to prove their transparency and honesty in providing support and facts to the customers. But it was not the case with Macpac. Working as a powerful brand from the initial stage of starting up, Macpac never considered itself less than any strong brands. The attitude of being powerful was a significant