新西兰总理海伦·克拉克在APEC CEO 峰会上的演讲(3)

· Taking a new approach to foreign direct investment so that we target sectors in which we can achieve global competitiveness. We aim to attract greenfield investment as magnets for cluster development around our areas of expertise and advantage.
· Emphasizing skills in our immigration programme. Immigration policy has been changed to give priority to recruiting the talent needed to drive our innovative economy. We are currently working on the development of a talent visa to enable our businesses to tap even faster into the global specialist talent they need to grow and develop.
· Developing world-leading e-commerce and e-government strategies. We are developing ambitious targets for rolling out our broadband capacity. The telecommunications platform must enable all our businesses and homes to be rapidly connected to broadband.
In the twenty-first century we see the government's role as being a catalyst for the innovative economy. We will provide strategic leadership. We will facilitate， co-ordinate， broker， and partner， and we will fund where appropriate. We are moving to identify areas of our economy in which world class competitiveness is a real possibility where it is not already a reality. We will also provide leadership to ensure the growth we encourage is sustainable.
Four sectors stand out as warranting strategic targeting. They are biotechnology， information and communications technology （ICT）， creative industries， and environmental technologies. They have high potential for growth and require further investment and capability building.
Other sectors have been identified for tactical targeting which builds on current capabilities and industry structures to achieve investment in chosen “sweet spots” or attractive niches. This approach relies on the deliberate application of marketing and/or deal brokering， and may include specific grants and incentives. Sectors identified for tactical targeting include education， tourism， food processing， wine， leisure marine， and professional services.
A central component of the innovative New Zealand strategy is to build a network nation. We are currently developing policies to tap into our networks of expatriate New Zealanders. The idea is to ensure that these networks are closely connected with our country to create a virtual New Zealand. We want to facilitate interaction between local talent and global talent centres， and articulate the value proposition of investing in， living in， working in， and associating with the new New Zealand.
Many of your companies have long-established linkages with New Zealand. Many of you have visited. For those who have not， let me spell out again some of our many attractive features：

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