Key questions to ask at your Vietnamese Market Advisor meeting

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Successfully selling into the Vietnamese market earns you credibility internationally and can be a gateway to many other overseas markets.

If you are considering doing business in Vietnam, your first step should be a call with our team in Vietnam.

    The questions below were designed to help Irish businesses get the best out of their first Market Advisor call

    • How does the market look like for my products/services?
    • Is there a demand for my products/services?
    • Who are the key players existing in the market? Competitor analysis?
    • What is the usual route to export to Vietnam?
    • What is the business culture like in Vietnam?

    Set up a call with our dedicated team today, and be sure to check out the Going Global Guide 

     

    Enterprise Ireland’s top tips for entering the Vietnamese market can be viewed by clicking the graphic below.

    Net Zero UK GA Agriculture

    Net Zero UK podcast – The UK agriculture sector – Jon Foot, AHDB

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    In Enterprise Ireland’s ‘Net Zero UK’ podcast series, we discuss how the UK plans to transition to a net zero economy and the impact this will have on SMEs.

    In the fifth episode, Jon Foot, Head of Environment and Resource Management at the Agriculture and Horticulture Development Board (AHDB), discusses the latest sustainability trends in the UK agriculture sector.

     

    Large ship with containers in port

    Customs – Country of Origin

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    When it comes to customs, the country of origin of a product is critically important. And to all intents and purposes, the world is divided in three – EU member states and preferential and non-preferential countries.

     

    Preferential Countries

    Goods of EU origin travel freely within the EU, with no customs to deal with. Preferential countries are those with trade agreements with the EU, and all other countries fall into the non-preferential category.

    Exports to and from preferential countries are subject to the rules of the trade agreement. For Irish exporters, this means proving that the goods involved are of EU origin. Importers must establish that the goods are of preferential origin, i.e. that they came from the country with the trade agreement.

     

    Non-Preferential Countries

    Normal WTO rules apply to non-preferential countries. This means first establishing the origin of the goods in question and then looking up the EU TARIC site to get the code for the goods and finding the relevant tariffs and other rules such as anti-dumping or quota restrictions which might apply.

    Origin is essentially the economic nationality of the goods being traded. In some cases, this is easily established. These are instances where products are what is known as wholly obtained in a country. This means they have been entirely produced in that country without any goods from other countries being utilised in the end product.

     

    Value-Added Rule

    This would normally apply to fruit or vegetable products or basic cuts of meat. Spanish strawberries or Dutch tomatoes would be examples.

    Things get a little more complicated with prepared consumer foods like frozen pizzas or other ready meal products like lasagne. The increasingly complex and globalised supply chains involved in the manufacture of such products can call into doubt their country of origin. So, a pizza manufactured in the EU, but with many of its ingredients sourced from countries outside the EU, could present an interesting case.

    Origin in these cases is determined by where what is known as substantial transformation has taken place. This is decided by the value-added rule which, broadly speaking, means where most value has been added. In the case of the Irish manufactured pizza or ready meal, if the value of the finished product is significantly greater than the sum of its third country ingredients, it is deemed to be of EU origin.

     

    Certificates of Origin

    Certificates of Origin are required for goods being exported to countries with trade agreements with the EU. Certificates may also be required for other countries depending on the destination e.g. certain Arabic countries. Many large exporting companies have an Approved Exporter for Simplified Origin Procedure status with Revenue, and this allows them to self-certify their exports to countries with EU preferential origin status.

    Companies without this Approved Exporter status have to apply for a EUR 1 certificate from Revenue for each consignment of goods to preferential countries. For newer preferential agreements with Japan and Canada, EU exporters can simply register in the REX system, without applying to Revenue for Approved Exporter status. They can then declare their exports to Japan and Canada as having EU preferential origin by means of a statement on origin placed on an invoice or other commercial document.

    Where the goods are destined for a non-preferential country, a Certificate of Origin can be obtained through Chambers Ireland or one of its members.

    For further information, go to a customs broker for advice or to your local chamber of commerce. If you are still in doubt after that, you will find further information on the Origin section of Revenue’s website or contact the Revenue Commissioner’s Origin and Valuation Unit.

    Market Watch Construction

    Market Watch – Construction – Industry Bulletin no.3

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    The third global market bulletin for the construction sector features updates from Enterprise Ireland’s overseas market advisors across four continents.

    As the sector unlocks and construction sites reopen, this report provides a snapshot summary of insights for companies working in the international construction industry.

    CX Index – Capturing valuable customer feedback

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    David Heneghan is the CEO of CX Index, a Voice of the Customer software company successfully doing business in the Nordic region

    What does CX Index do?

    CX Index is a feedback management platform. Our SaaS technology enables our customers to capture feedback from their customers through channels such as email, chat and IVR. Then, with a range of automated processes, we integrate that feedback with a host of other data sets, so our customers have the context that is necessary to measure, manage and ultimately improve customer experience.

    According to Gartner’s latest Voice of the Customer vendor guide, there are over 1000 vendors within the voice of the customer space, with 29 of these leading the wa “based on their vision and technology”. CX Index is in that cohort of 29, which includes others such as Qualtrics and Medallia and the market in which we operate is incredibly competitive. This is why we invest in innovation, including utilising AI and machine learning capabilities to remain differentiated from our competitors.

     

    What inspired you to start the company?

    I started my career as a bond trader for an investment bank and I saw that the decision-making tools that traders used to bet on the performance of companies seemed superior to the decision-making tools of the companies we were betting on as traders. After digging a bit deeper, I discovered that the problem for the corporates was not a lack of technology, capability, or resources – the problem was a lack of data related to measuring customer experience.

    I discovered that feedback is the key metric for customer experience and determined that it would be great to build a tool around this. I then realised that there was a burgeoning industry dedicated to solving this problem but also recognised it was a large market still in its early days.

    Having identified the opportunity, I needed to find someone with technical abilities to build a product. I then got introduced Piotr, who is our CTO, we started the business 8 years ago and it’s been a great journey that I would recommend anyone to take.

     

    What first attracted you to the Nordic region?

    Back in autumn 2017 I was on a call with a Gartner analyst who was advising on the latest trends around customer experience and during this conversation I asked which markets he thought would be best for an emerging business like ours. In European terms he said he would recommend the Nordics as he felt that the Scandinavians are forward thinking with technology and open to fresh ideas and solutions plus the markets were a bit smaller than the likes of France, UK and Germany, which make them more manageable.

    Around the same time we were introduced to a Scandinavian company that was in the same space as us but doing something different.

    Knowing what the analyst had said to me, I immediately decided to get on a plane to meet the prospect face to face. I think it’s important where appropriate to do that, once it adheres with official travel guidelines. It shows a level of commitment, and very soon after our first meeting we started working together. Over the last 2 and a half years we have worked together to sell into over twenty companies in the Nordics, three of which were in the last two months which is remarkable given the current climate.

     

    The company has seen strong growth in the Nordics – what do you attribute your success to?

    Firstly, we have been lucky with the partner we found and have put a lot of work into provisioning our technology so that the partner now has a lot of autonomy in selling our platform. They are not just re-selling our tool, but they have the capability to market, to sell, integrate and set up their customers on our platform without the need for us to ever meet any of these customers. This wasn’t straightforward by any means, but it has set us up on a firm footing for a fruitful long-term relationship.

     

    What type of companies do you sell into?

    We have customers in a host of industries such as retail, retail banking, insurance, hospitality, utility companies (nine of which are in the Nordics), travel companies, B2B companies, BPOs, technology companies and government agencies. Basically, if a business needs to capture feedback from their customers, we generally have a solution to fit their needs. That said, we primarily work with medium to large businesses.

     

    What are your top tips for exporting to the Nordics

    1. Get on the ground to build your network

    Face to face meetings count for a lot, so the best way to achieve that is to go and meet people once you comply with current travel advice. If you feel like it’s a market that you want to pursue, it’s worthwhile reaching out to Enterprise Ireland in the region, as they host great events and offer a range of support.

     

    2. Find a partner

    If you can identify a strong partner that has a complementary solution or product, it makes life a lot easier. It’s easier for them to sell into their existing customer base than for you to start from ground zero. We have been very lucky with the Provad / Visma relationship.

     

    3. Focus on a region

    If you get success in a geographic region or country, we have found it is good to focus on that region and try to expand your capabilities there. Having experienced growth in several markets now, we know that local references do count for a lot and it is worth trying to capitalise on these.

     

    What are your aspirations for the future of CX Index in the Nordics?

    We have had a lot of success in the Finnish market to date and are looking to expand our footprint in Norway, Denmark and Sweden. I hope to double our customer base in the Nordics before the end of 2021. Given our track record, I think that this is eminently achievable, even with what is happening with the Covid-19 pandemic.

    It is nice to work in places where there is a nice culture and as a region for doing business I plan for it to remain a top priority for some time to come.

     

    Contact our Nordics team to discuss how Enterprise Ireland can support your business.

    Graduate Stories – The opportunity to be part of a professional & dynamic team

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    Currently in year two with Enterprise Ireland’s National Graduate Programme, Stephen McLoughlin describes his experience of working across the Brexit division and Covid-19 response unit.

    Coming from a background in political science, I always had an interest in doing something related to government but I didn’t want to be a civil servant. Enterprise Ireland is unique in that you’re engaging with the private sector, so you’re at the cusp of where the public and the private sector meets – and that really appealed to me because you see both sides and you feel like you’re flying the Irish flag for Irish companies and really making an impact.

     

    Applying for the Graduate Programme

    I became interested in Enterprise Ireland after talking to some executives at the open day in the Helix while studying for a Masters in DCU in Business Management. The application process is very intense – if you’re in college, you have to set that time aside to apply for graduate programmes because they do take a lot of time to complete. It’s important to do your homework and I’d highly recommend attending the recruitment days so you can meet previous graduates working in the organisations and get an insight into their roles.

    The assessment centre part of the application process is tough. It’s worth putting the time into researching what happens in an assessment centre and how it works – there are some valuable insights to learn, such as not being the most dominant person in the room, allowing everyone their chance to speak and using your limited time effectively. The experience does give you an insight into what the role entails and the challenges that it brings.

    After the assessment centre, there’s an interview, and a lot of preparation should go into this, especially if you haven’t done much work in competency-based interviews. Look into what skillsets you have that would align with the type of competencies Enterprise Ireland  is looking for. All the information is there online so it’s just a matter of putting the time in to research. The interview is intense but it’s a chance to demonstrate what sort of person you are and what you can bring to the role.

    About ten of us commenced the programme in August 2019. We were trained with the international grads, and it was a great chance to meet everyone and begin to network – which is central to our roles.

     

    Working on the Brexit response

    I was assigned to the Brexit unit – as I had studied political science in my primary degree, this was a dream for me. The Brexit Zone had a dedicated space at International Markets Week in 2019, so I was really thrown into the deep end from the very start – which was a really great experience as I think I met three or four government ministers in my second week and it gave me a huge insight into the advisory piece provided to client companies regarding the challenges posed by Brexit.

    “The role gave me the opportunity to develop and enhance my skills as a communicator.” says Stephen McLoughlin

    Networking takes a bit of work to master, specifically how to make the most of a conversation and optimise the time you have with a client or a buyer. It’s the professional world and everyone just wants to get the work done as quickly and as efficiently as possible.

    We had a lot of Brexit events, so in my first couple of weeks I was able to meet a lot of people all around the country in sectors that might be affected by Brexit. Internal networking is really important too. It’s a really big organisation and you’ll struggle during the first few weeks to meet everyone but they really encourage you to get up from your desk and get involved in projects or events – sports, charity fundraisers and so on.

    My role changed dramatically in 2020 when most of the Brexit team became part of the Covid-19 response team. What was really interesting is that our Brexit insights prepared us for this, as a lot of the products and services put into place to help companies during Brexit had parallels with those developed to help clients through the Covid crisis. Advising businesses where to go for support through government agencies has been a big challenge and tough at times but it’s meaningful, practical work that really makes a difference.

    If you are interested in joining the Enterprise Ireland Graduate Programmes, check your eligibility here: National Programme /  International Programme.

    Supporting Regional Development Critical To Future Jobs Growth

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    Resilience is a word we became used to in 2020 and it is an apt term to describe how Irish business responded to the dual challenges of the Covid-19 pandemic and the end of the Brexit transition period.

    For thousands of businesses across Ireland, and their staff, it has been a tough, challenging year marked by disruption and uncertainty. But what has been remarkable is how Irish businesses have responded to the impact of Covid-19 and Brexit.

    At Enterprise Ireland we work closely with the Irish manufacturing, export and internationally traded services sector.  We invest in established companies and start-ups, we assist companies to begin exporting or expand into new markets and we back research and development projects creating future jobs.

    This week we launched our annual review for 2020.  The good news is that the companies we are proud to support employ more than 220,000 in Ireland.  Despite the challenges faced in last year, nearly 16,500 new jobs were created, closely mirroring the 2019 outturn.

    However, job losses were significantly higher than in previous years, resulting in a net reduction of 872 jobs across the companies we support.

    There is no sugar coating the fact that it was a tough year for business.  However, behind these statistics are individual stories of companies taking brave decisions to change their business model, reimagine their product offering and find new ways of doing business and connecting with customers to trade through the impact of Covid-19 and Brexit.

    Enterprise Ireland has worked with these companies throughout the year to ensure viable companies have the liquidity, supports and advice they need to trade, and importantly, to sustain jobs.

    Enterprise Ireland supported companies have a key role in the Irish economy.  65% of employment is outside the Dublin region and these indigenous Irish companies, many of which are world leaders in their field, are critical to delivering balanced regional economic development.

    Powering the Regions is Enterprise Ireland’s strategy for regional development.  It outlines specific plans for each region in the country, drawing on their existing enterprise base, their connections with third level institutions and their unique potential for growth.

    The strategy is backed significant funding.  This time last year more than €40m was allocated, in a competitive call, to 26 projects fostering regional entrepreneurship and job creation.

    These included the Future Mobility Campus Ireland, based in Clare, which explores the potential of autonomous, connected and electric vehicles, UCDNova’s Ag Tech innovation centre in Kildare and the Clermont Hub in Wicklow which focuses on content creation and draws on the region’s established film and audio/visual track record.  The 26 projects were supported under the Regional Enterprise Development Fund, which has seen €100m invested in similar projects since 2017.

    Given the potential impact of Brexit, particularly in the Border region, 11 similar projects designed to cluster expertise and innovation were supported with €17m in support under the Border Enterprise Development Fund in 2020.

    These were strategic initiatives, closely linked to government regional policy, with a medium to long-term focus on supporting regional enterprise.

    However, due to Covid-19, Enterprise Ireland moved last year to provide more agile interventions to regional businesses assist them to reset and recover.

    Ensuring that viable companies had the access to finance was an important necessity.  Through the government-backed ‘Sustaining Enterprise Scheme’ Enterprise Ireland allocated €124m last year to support more than 400 companies employing more than 10,000 people.  The majority of this funding went to regionally based companies.

    Similarly, €8.2m in funding for 95 enterprise centres, which are critical to the start-up ecosystem and future job growth regionally, was made available in September.

    Retail business across Ireland also benefitted from the Online Retail Scheme which saw 330 retailers allocated €11.8m in funding to enhance their online offering, reach new customers and increase sales.

    Through a mix of strategic funding aimed at long-term enterprise development and more agile funding supports Enterprise Ireland has helped to sustain jobs throughout Ireland in 2020.  We’ve also supported those sectors, such as cleantech, construction and life sciences which continued to grow and create jobs last year.

    The pandemic will have lasting effects including how we work and where we work.  Many of these long-term changes can complement strong local and regional economies.  A key element of the Powering The Regions strategy was the potential of remote working and co-working hubs that Enterprise Ireland is committed to developing with our partners.  That potential has been accelerated by the changing work patterns evidenced in the past year. Now, more than ever, having a strategic approach to enterprise development is vital, and Enterprise Ireland looks forward to the role it can play as we recover and build for the future.

    By Mark Christal, Manager, Regions and Entrepreneurship at Enterprise Ireland.

    cybersecurity

    Protecting remote workforces: Tips from five notable Irish cybersecurity firms

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    One of the most immediate consequences of Covid-19 has been the rapid global shift towards working from home where possible

    During these uncertain times, Irish cybersecurity companies can offer innovative solutions to the challenge of managing a remote workforce. Many are free or open to all, including:

    Read on for expert advice from some of the Irish companies that can help your employees work from home safely and securely.

     

    1. Edgescan: continuously monitoring threats

    Remote working must happen over a VPN or similar solution to help ensure secure, encrypted communications, says Eoin Keary, CEO and founder of Edgescan, an award-winning vulnerability management service (SaaS) and one of Ireland’s largest cybersecurity exporters.

    “Access to network systems in the office should be on a least-privilege basis and if your organisation has a Network Authentication Server (NAS), make sure it’s configured and enabled appropriately,” he says.

    Appropriate patching and anti-virus measures should also be enabled on employees’ computers, he adds, to prevent viruses spreading into the office network once people return to the office.

    Edgescan helps its clients worldwide to understand, prioritise and mitigate cyber security risks on a continuous basis, including when offices are closed and employees are working remotely

     

    2. CWSI: ensuring secure enterprise mobility

    The rules governing data security and cybersecurity don’t go away just because people have to change how they work, says Philip Harrison, CTO and co-founder of CWSI, which specialises in secure mobile and workforce solutions and works with many large organisations from its offices in Dublin and London.

    “The cyber-criminals and hackers certainly aren’t taking a break to let us all adjust, so more businesses are more vulnerable than ever,” he says.

    A core tenet of any information security management system is that your security or compliance is not weakened during a business continuity or disaster recovery scenario.”

    Two-factor authentication, he adds, is critical to protect corporate data. Businesses should also ensure mobile devices are secured with a mobile thread defence (MTD) solution.

    Employees should be encouraged to report security incidents to IT while they’re working from home and to be vigilant about keeping data secure at home, even through simple steps such as locking their screen when they walk away.

     

    3. Cyber Risk Aware: training on cyber security in real time

    Using VPNs and patched applications on encrypted up-to-date devices is critical to security for remote workforces, agrees Cyber Risk Aware’s CEO and founder Stephen Burke, himself a former chief information security officer (CISO).

    These devices should be company-issued, with password-protected and encrypted files and data, he says. “I know what it’s like being on the inside defending a network. Personal accounts and devices can really leave a business insecure and vulnerable to cyber attacks,” he says.

    Clear, secure lines of communication are also critical, he adds, advising companies to avoid channels such as social media and Whatsapp when working with sensitive data. Likewise, businesses should avoid ‘shadow IT’ or the unauthorised downloading and use of software and systems.

    Cyber Risk Aware is the only company in the world to offer a real time cybersecurity awareness training platform. It helps companies worldwide assess and mitigate human cyber risks, the root cause in over 90% of security incidents, by running simulated phishing attacks, assessing cyber knowledge to locate risks within a business and providing security awareness training content when needed.

     

    4. Sytorus: specialising in data and privacy management

    Companies and organisations around the world have been urgently seeking information on minimising the risk of data breaches or employees getting hacked while working from home. So says John Ghent, CEO of Sytorus, which offers a SaaS privacy management platform and is a global market leader in data protection and privacy management.

    “Many people newly working from home are likely to have smart TVs, gaming platforms, and wireless routers, with some also having Internet of Things (IoT) devices installed,” he says.

    “All these can add complexity to the security challenge and vulnerabilities to the network, and home networks are not usually sufficiently protected.

    Ghent advises organisations to update their remote access policy or develop one if none is in place, and to ensure all staff complete a full cyber security awareness programme (covering topics such as malware, acceptable use and device security) and understand the high risk of Covid-19 related phishing emails.

    5. TitanHQ: protecting higher education and business

    Along with businesses that must suddenly enable remote working, universities and colleges that now have to facilitate remote lectures and study must also be mindful of coronavirus-related cyberthreats, says Ronan Kavanagh, CEO of TitanHQ, a multi-award-winning web filtering, email security and email archiving SaaS business.

    “We have seen massive demand so far this year for two products in particular that can be rolled out seamlessly to remote devices,” he says.

    “These are SpamTitan cloud-based email security, which protects students and staff from the newest iterations of phishing attacks, and our AI-drive DNS security product, WebTitan. Combined, these create an umbrella layer over all students and staff protecting their devices.”

    Anthony Ryans: Bringing online shopping to a whole new generation

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    When you’re a fashion retailer with a young client base, switching to online shopping is no big deal – your customers are probably already enjoying the convenience of online retail and going online will just increase your number of shoppers.

    But older customers might be slower to adapt and therefore businesses with an older clientele might feel that investing in a sophisticated ecommerce website is not really a priority. However, that all changed in the last year, when Covid-19 essentially forced reluctant consumers online, changing their shopping habits potentially forever.

    In business since 1909, family-run Galway retailer Anthony Ryans is well placed to comment on the huge impact that Covid-19 has had on the evolution of online shopping over the past year. “Younger people are well used to shopping online but our customer base would be a little older, from late thirties up to people in their eighties and nineties,” says company director Joseph Ryan, the great grandson of the shop founder. “A lot of our customer base would not have shopped online before the lockdown but they’ve since adapted. I think once they have trust in the company and they know that if they have a problem they can just pick up the phone and talk to someone, they’re happy to shop online. And many have commented that they’re happy to be able to continue supporting us during this time.”

     

    Building upon a base

    Anthony Ryans developed a website about ten years ago, but kept things small to begin with. “We saw the trend for shopping online and we set up a website over ten years ago. But it was really an add-on to the business, and only accounted for a very small percentage of our business. We started with homewares as we thought these were easier. If someone buys a double duvet cover online, they know it will fit their double bed. But someone might buy a shirt in three sizes and return two of them.”

    About three years ago, the company made a decision to develop their website, and with the help of Enterprise Ireland’s Online Retail Scheme, launched their brand-new website at the end of 2020.

    “We wanted  to develop a site that was fully integrated with our stock control system, as we felt this would be suitable for branching into selling fashion online,” says Joseph.

    “We met a number of different developers and took about six months before deciding which one to go with. They were aware of Enterprise Ireland’s scheme and we applied immediately.”

    Thankfully, the team had already done their research, and for the application, it was a question then of really looking at their online strategy and pinpointing exactly what they wanted to achieve. “The application process gives you a chance to sit down and really think about your strategy around the whole ecommerce side of the business,” says Joseph. “You also need to be able to prove that you’re worthy of getting the grant and that you’ll put it to good use. Trying to get your strategy across in words to someone like  Enterprise Ireland can be difficult and you really have to think carefully about how best to spend the money, but it’s a good process to go through whether you’re successful or not.”

     

    Improving your platform

    The plan was to launch the new site in the spring of 2020, but this was delayed when Covid-19 arrived. “We planned to get it ready for March/April 2020, but when Covid-19 hit, our existing website really took off as people were buying a lot of homewares online,” explains Joseph. “We didn’t get to pick it up again until September, and we went live in December. Since then, it’s been working really well. Obviously with a new website, there are always a few issues here and there, but it’s been much busier than our old site.

    “With Christmas and lockdown it’s hard to gauge the effect the new site has had on our existing online business, but the increased functionality is really great – it’s easier to operate, easier to use, our customers enjoy it more and we’re getting more traction on it.” says Joseph.

    When it comes to fashion, Anthony Ryans isn’t short of competitors, but Joseph says that the business has definitely benefited from the drive to shop Irish. “I think people realise it’s very easy to shop on big hitters like Amazon, but by doing this, they’re not supporting local jobs or businesses. During the first lockdown, we had a lot of customers ring up and say they didn’t realise we had a website, and they were delighted to be able to shop with us still.”

    While Joseph doesn’t envisage online taking over their bricks and mortar business anytime soon – the company has three fashion shops and one homewares shop in Galway – he does think that a strong online offering will boost their revenue and certainly provide insurance if the shops were ever shuttered again. “A lot of companies didn’t have websites when the first lockdown happened and no strategy in place. At least we had something there, and our strategy allowed us to scale up to deal with the demand. The new site is now built to withstand the number of transactions and demands that occur during a lockdown, so if this was to happen again, we have the website in place to help us.”

    Learn how the Covid-19 Online Retail Scheme can support your retail business online growth.

    Greenes Shoes: Putting their best foot forward in online retail

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    Fashion online retail is a fiercely competitive area; here, an Irish retailer might find themselves fighting for business alongside stores from all over the world, not to mention giants such as Amazon, ASOS, Shein, Littlewoods and more. But for Greenes Shoes, with seven shops in Letterkenny, Galway and Limerick, an improved online presence meant opening their market up beyond their geographical area, and most importantly, providing insurance during the unprecedented effects of Covid-19 lockdowns.

    Recognising that the retail environment was changing rapidly, Orla McFadden, general manager and director at Greenes Shoes, applied to Enterprise Ireland’s Online Retail Scheme  to improve their website, a move that was to pay off immensely in 2020. “We began our website about ten years ago, as we knew that online was going to be a big part of the future for retail. We started off small, with only our bestsellers and just one image per shoe, and it’s only really in the last couple of years that we’ve really concentrated on it.

    “I think you also have to remember that a website is not just about selling online; a lot of people do their research online before coming into the shop to buy. So we felt that having a presence online was vital for our business. The main challenge online is competition, but there’s also the challenge of showcasing our brand to a wider audience amidst all of that competition and driving more traffic to the website.”

    But rather than being put off by the intensely competitive nature of online fashion retail, Orla and her team decided to go for it, applying for the scheme to update their website’s platform. “Our previous platform was quite old and when online activity increased during the first lockdown, I realised how much manual work was involved in fulfilling orders. So I used the money to move to a platform that was integrated with our stock system and with our couriers.”

     

    Lifeline during lockdown

    Orla was already planning the new site, and when lockdown hit and Greenes had been accepted for the scheme, she was able to give the project her complete attention and get the new site up and running as soon as possible – which she achieved in mid-April 2020. “The timing was ideal as I was able to concentrate on it 100%, and obviously when trading stopped, so did our cash flow, so knowing we have that funding there for the job really was a godsend.

    “It was harder for people who had no online presence at all because it was a lifeline during lockdown. The updated website allowed us to do a lot more ourselves, such as putting certain products at the front of the site, rather than having to ring a company to do it for us. For instance, at the start of the lockdowns, sales of healthcare workplace shoes, such as nurses’ shoes, just went through the roof, and we were able to promote these and put them to the front of the site so easily. The customer journey was so much easier too. Really, it was like chalk and cheese between the old and the new website.”

    With the bricks and mortar shops closed for a third of 2020, the increased online business was a lifeline for the company and showed Orla and her team that just because the shops were shut, this didn’t mean that people did not want to shop for shoes. “About ten days after the shops shut, online picked up and rapidly increased after that. You could see then that people still had the appetite for buying shoes and if they couldn’t come into the shop, they’d go online instead. And in a way, I think the crisis changed people’s buying habits. 

    “Our online business plateaued and levelled when we reopened, but they stayed at a much higher rate than before the lockdown.” says Orla

     

    Going a step further

    Orla now believes that their website is the perfect accompaniment to their seven shops, especially as consumers have now adapted to shopping online. “I think online really is the way of the future,” she explains. “You don’t know what’s coming down the line, so it’s good to have that part of the business developed. I think people have changed their habits too, maybe discovered how handy online shopping is. Plus it opens up our business to the entire country and beyond.

    “I can’t open a shop in every county in Ireland but by going online, I can sell to every county. We also have customers in the UK and Europe, and this is something we’d like to develop further.” 

    And with Brexit causing issues for Irish shoppers on UK sites, Greenes is in a great position to increase their business both online and in-store. “I think we will benefit from Brexit; added charges and longer shipping times might encourage Irish people to order from Irish retailers instead. Also, I think the Covid-19 pandemic has made Irish people more inclined to buy Irish and support local retailers, and Brexit has just intensified that.”

    For now, as she awaits the signal that their shops can reopen, Orla is concentrating on improving the website even further. “This time, we’ll invest in adding extra functionality to the site, such as store locators, giftwrapping, a virtual shopper to show you more styles that you might like in the same category or brand. These functions will make the site even smarter and more user friendly, and really establish Greenes as a strong online retailer.”

    Learn how the Covid-19 Online Retail Scheme can support your retail business online growth.

    Key questions to ask at your South Korean Market Advisor meeting

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    South Korea is a large, vibrant economy with a myriad of opportunities for Irish firms.

    If you are considering doing business in South Korea, your first step should be a call with our team in Seoul.

      The questions below were designed to help Irish businesses get the best out of their first Market Advisor call

      • Are there any local regulatory requirements I should be aware of for our goods or services to enter your market?
      • Would my goods/services’ USP still be relevant in your market as in Ireland/other markets?
      • If we were to work with local partners, would they usually require exclusivity from us given the business norm in your market?
      • What would be the timeline, given your experience, of identifying local partners?
      • Should I expect to commit myself to travel to your region to meet with prospective partners/customers in person?

      Set up a call with our team in South Korea today  and also be sure to download our Going Global Guide

      Enterprise Ireland’s top tips for entering the South Korean market can be viewed by clicking the graphic below.

      Ground-Breaking BidX1: Building GHG Strategy with GreenStart

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      Fast-moving digital property company BidX1 is changing the way property is bought and sold, making the process more transparent, efficient and convenient for users.

      The firm has developed an innovative digital platform, tailored specifically for real estate transactions, and has sold over 10,000 properties to date, raising more than €2bn.

      This rapidly expanding company, which is transforming the property landscape through technology has also taken a forward-thinking approach to climate action and sustainability.  BidX1 embarked on the Enterprise Ireland GreenStart programme to help them develop a GHG Emissions and Carbon Strategy – with the goal of ensuring that environmental principles are embedded in their business model.

      The company, which is headquartered in Dublin and has operations in the UK, Spain, South Africa and Cyprus, was founded on an inherently sustainable ethos.  “We knew we were doing well from a sustainability perspective, but we didn’t have precise metrics to work with because we have been in such a high-growth phase for the past few years.”

      “We’ve now established a Carbon strategy and have calculated our emissions across every market, identifying hotspots and key areas for improvement” explains Nicole Pomeroy, Head of Communications. 

      While 2020 and the global pandemic was a watershed for traditional real estate agents, it was not a significant transition for BidX1 who pioneered a fully digital model in 2015.

      “We have developed a digital platform which connects users across the globe with property investment opportunities in 5 markets – and enables them to complete the entire transaction online. We wanted to match that level of innovation and ambition in our environmental policies, putting climate action at the forefront of our decisions as we expand existing operations and also enter new markets”, she explained.

      Passion for sustainability

      Recommending the Enterprise Ireland GreenStart process she said: “All that is needed to start the process is somebody who is passionate and committed – and who is willing to bring that passion throughout the company” referring to her colleague Eanna Glynn who is part of the finance team and the Head of Sustainability at BidX1.

      Eanna is passionate about sustainability and environmental issues and has led the charge within BidX1 with the full support of CEO Stephen McCarthy and the management team.  “We looked specifically at greenhouse gas emissions for the GreenStart process. I wanted to aim for carbon neutrality and when I spoke to the management team, they encouraged me to figure out what that journey would look like for us. We kickstarted that with a carbon assessment. It did seem daunting at first but once we had connected with our advisors via GreenStart, who are experts in this field, the process became quite seamless,” he explained.

      “We have set up a dedicated sustainability team within the company with a sustainability lead in each of our markets as we had to think globally. GreenStart with Enterprise Ireland was the starting point for that.  We have been focussed internally so far but we will now be assessing more of our suppliers to encourage change externally too”.

      They have been blown away by the enthusiasm within BidX1.  “It has had a snowball effect – it’s not just us driving this – it’s everybody.  We always thought we would be pushing a rock up a hill but for us the rock is already at the top of that hill! There is such support and enthusiasm internally – and while we have said that we can’t do everything all at once when it comes to sustainability – that enthusiasm is a good problem to have!”

      The advice from BidX1 to other companies starting out on their green transformation journey is: “Don’t be afraid. Get started, with the right advice and assistance from Enterprise Ireland. Don’t think that because you are a professional services company or office-based firm that it’s not for you and it’s not relevant. It is. Until you start measuring and are clear on your own figures and targets, you cannot effect meaningful change.  It’s not just manufacturing companies that have to race to achieve the 2050 goals – it’s everybody.”

       

      To get your business ready for a green future visit Climate Enterprise Action Fund or contact the Climate Action Team