Key questions to ask at your US Market Advisor meeting

Ireland would fit into the US 130 times over and as you probably know there are cultural differences between the north and south, as well as the east and west coasts. For this reason, it’s important not to treat the US as one market, instead view it as 50 markets with four time zones. 

You should keep the following questions front of mind when having your first meeting with our dedicated team. 

  • What is the awareness of Ireland in this state?
  • What are the core sectors and what sectors should I avoid in this state?
  • Will I need a local partner company?
  • What kind of obstacles should I expect when entering the market in this state?
  • What local competitors are active in this market?
  • What taxes, charges or hidden costs should I be aware of?
  • Are there any social/political instabilities in this state that could affect my business here?
  • Are there any environmental instabilities in this state that could affect my business here?
  • What social norms should I be cognizant of when engaging in meetings with local people?
  • Will I need to set up an office in the state?
  • Will I need to hire local staff?
  • Can I relocate Irish staff in this region?

Set up a call with our team in the US today 

For more be sure to check out our Going Global Guide 

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

Enterprise Ireland’s top tips for entering the Dutch market

The Netherlands is active worldwide in providing creative and sustainable solutions for global challenges relating to water, food, energy, health, environment, and security, this thriving economy welcomes foreign business and is a great starting point for clients who wish to enter the Eurozone.

If you are considering doing business in the Netherlands, please be sure to explore our tips to enter the market below and also be sure to reach out to our dedicated team.

  • Dutch is the national language of the Netherlands, but they are very open to conversing in English, with 90% of the population speaking it. Although a translator may not be crucial at first, it is considered a sign of good intent to have local people and services involved on the ground.
  • In Dutch business culture, meetings are important and famous for their traditional ‘Afspraken’, (crucial discussion opportunities.) The Netherlands has led the shift towards remote working long before the Pandemic, and are well prepared for digital meetings, something that is of increasing importance in today’s age. Come dressed relatively formally and you’ll fit right in.
  • The Dutch are masters in logistics, and home to world-class seaports, airports, and railway systems. You also have access to 170 million consumers at your fingertips, and not only that, NL is ranked no.1 in the world in digital connectivity, something that should be embraced.
  • Decide on a route to market: Joint ventures and acquisitions can be a successful route to market in the Netherlands, gaining you a foothold and bringing on board established contacts and market knowledge.
  • Like Ireland, the Netherlands relies heavily on exports. As a result, they are naturally more open to international trade, making it very possible to sell directly. That being said, export strategies that include a local partner are usually more successful and foster a consistent presence.
  • Trust the Process and embrace the economic and cultural benefits that the Netherlands has to offer. A global pioneer in several markets this is an ideal location to step into Europe.
  • Understand that sustainability is key: At present, the Corporate Tax rate is 20% on the taxable amount up to €200,000 and 25% on excess, worldwide. The environment is important to the Dutch, and reliefs are provided for companies who value sustainability.
  • Be prepared and know your competition: It is important to do your market research. This is a highly competitive landscape, with 15,000 foreign companies competing in a country smaller than Ireland. Luckily, our world-class Market Research Centre can assist you with valuable market intelligence to help shape your strategy.
  • Be innovative: in the Netherlands, it is important to be forward-thinking and competitive. Make sure you have a strong value proposition and stand out from the rest.
  • Finally, do your research! Explore the different resources available from Enterprise Ireland to delve deep into the market and really understand the opportunities and challenges that will arise. Our world-class Market Research Centre provides countless market reports, and MA’s are happy to help with market-related requests.

For more be sure to check out our Going Global Guide 

If you would like to know what to prepare ahead of your first MA call, click the graphic below

Innovating for Recovery: CW Applied Technology

On the first episode in our new series Innovating for Recovery, we are joined by the Managing Director of electronics company CW Applied Technology, John O’Connell. In response to the Covid-19 crisis, CW Applied Technology designed and manufactured a portable Room UV-C Steriliser. 

The portable steriliser is designed for virtually any room that needs air and surface disinfection, including sterile areas, laboratories, unoccupied patient room. On the show, we discuss, the origins of the idea, and its variety of uses, particularly during the Covid-19 pandemic.

 

PM Group and Diversification Success

After recession drove PM Group to look further afield, it didn’t look back

PM Group is an Irish headquartered, international project delivery company, operating in Europe, the USA, and Asia. The company has a 45-year track record in project management, process design, facility design, and construction management for leading multinational companies.

A decade ago, things looked a little different, business development manager John Brophy told delegates at Competing for the Future, a panel discussion which took place at the RDS in Dublin as part Enterprise Ireland’s International Markets Week.

In 2007, the recession left PM Group faced with a diminishing home market. At the time, it had offices in Ireland, the UK, Russia and Poland, but the majority of its work was Irish based and, therefore, highly exposed to the construction downturn here.

 

PM Group expands to mainland Europe

“In order to diversify, we had to look out and mainland Europe was a very accessible market,” said Brophy. “We focused initially on Belgium, which was a massive market for many of our customers. We went out on a project by project basis with our customers.”

It opened an office in Brussels and has continued to grow there right up to today. Earlier this year, it acquired a company in Belgium which it has brought into PM Group.

“That gives us a greater presence. Most of our customers don’t want a single project, they are looking for continuity of relationship. So you need to be on the ground. You need to have people who can speak the language and you need to be able to service them time and again.”

Establishing partnerships with locally based companies has been an important part of its export strategy over the past 11 years, helping to guide it through language barriers, differing tax, visa, planning, permitting and other regulatory rules.

 

Forming strong local partnerships

“As an Irish company, we have found that we are quite good at partnerships, and if you form partnerships and alliances with local companies, you share your workload but they also help you to deliver and be successful for your clients,” said Brophy.

“You can’t go in and disrupt a market and say ‘We’re the best’. You need to work in partnership and understand how things are done. They are never done exactly as they are at home and you’ve got to learn very fast throughout a project. Local partners help with that.”

In recent years, PM Group has been taking action to mitigate the risk of Brexit.  The UK has already seen a slowdown in business investment since the Brexit vote, he said. “We work in capital projects, so it tends to be at the forefront of what people are deciding strategically for their business.”

Rather than diminish its footprint in the UK however, PM Group has responded to Brexit by growing its UK presence, acquiring a company there and adding two new offices, in Manchester and Edinburgh, “Because no matter what, the UK is a big country and you need to have a regional presence,” he said.

 

Diversification strategy

The Group has also diversified sectorally, including into chemical and petro chemical sectors, which the recent acquisition will help it service, he said. “So we have widened what we can do.”

Its UK acquisition is also helping it with its overall talent pool needs, creating a fresh and valuable new pipeline that can be fed through to the rest of the organisation.

Not every decision in relation to exports strategy will be correct, he said. PM Group moved into some markets, such as Russia and the Middle East, from which it subsequently departed. “By and large though, where we chose to go was good,” he said.

Any overseas expansion comes at a cost however. “It took a huge stretch on the management team. We sell a service, so the important thing for our customers is that the service they get around the world matches the service they get here, so we had to put people in the field. Finding the people was a challenge. We now have a local manager in China, Belgium and Poland, and that’s where we have got to in terms of maturity.”

Finding staff is only ever the start, it’s finding customers that counts. “It’s hard,” said Brophy. “You really have to find a way to differentiate yourself from the competition. You can’t go in there and say ‘We’re here, isn’t that good enough?’”

Today, PM Group has 17 offices around the world and works in high-tech sectors such as pharmaceuticals, medical devices, data centres, and food. All through this overseas expansion, investing in innovation has enabled PM Group to differentiate itself, as has its ongoing commitment to staff training.

“We have a lot of subject matter experts now. You have to be the best. You have to be someone who is sought after because price isn’t the only factor. It’s about being sought after and being able to offer a service that maybe they can’t find locally.”

Learn how Enterprise Ireland supports business to diversify with the Market Discovery Fund.

 

 

Languages Connect logo

The importance of multilingualism

The drive for new markets shines a light on the importance of multilingualism. Julie Sinnamon, CEO Enterprise Ireland outlines why language matters.

Ireland’s small, open economy depends heavily on being able to trade internationally. The global dominance of the English language has worked to our advantage but with Irish companies looking to export into even more diverse markets, the need to acquire more languages has never been more important.

Recognising the cultural value of communicating in the buyer’s local language and developing a workforce with foreign language expertise can improve relationships and increase efficiency when entering new markets.

Learn how Enterprise Ireland can support your business with the Market Discovery Fund

 

How Dublin’s Novaerus helps the world to breathe easier

The soaring heat of 2018 highlighted the value of clean water. In Ireland, it was scarcely a matter of days before blue skies and barbecues were replaced by water shortage warnings and hosepipe bans.

Even in a country in which it rains much of the time, there was little grumbling about these restrictions. We understand the complex effort and investment required to ‘create’ water that is fit for human consumption.

Water grabs headlines. But there is another natural resource, just as important to human health, that until recently has been taken largely for granted – the air that we breathe.

Why the quality of indoor air matters

“It’s only recently that we’ve become aware that the quality of our indoor air is not as good as we thought, and is contributing to poor health and infection,” says Kieran McBrien of Dublin-based Novaerus.

“This problem is compounded by the fact that we humans spend most of our time indoors, where air gets trapped and endlessly recycled,” he says. “Each human being is shedding thousands of skin cells every hour, throwing off billions of micro-organisms every minute, and we’re breathing it – all of it.”

For humans who spend most of their time indoors – especially vulnerable populations like children, the elderly, and the sick – particulate matter and contaminants in indoor air can exacerbate asthma, allergies, and chronic diseases, and directly lead to viral and bacterial infections.

This is the problem Novaerus was founded to address. Operating mainly in the healthcare sector, the company has patented a plasma technology that reduces the airborne pollutants which lead to health problems like infection, allergies, asthma and irritation.

Novaerus manufactures a range of portable devices that can be found in hospitals – operating theatres, ICUs, emergency rooms, patient wards, construction areas – as well as elderly and child care facilities, schools, and emergency response vehicles, anywhere in fact that the quality of air can detract from human health, productivity and wellbeing.

Standing up for air quality

Kieran McBrien, Senior Vice President for International Business Development, has been with Novaerus since its foundation and says that in the early days, the main obstacle the company faced was an unwillingness to accept that anything was wrong with the air quality.

“In hospitals, for example, most hygiene standards still don’t apply to air quality so it’s an easy one to ignore,” he says. “That’s despite a mountain of scientific evidence showing that pathogens can travel for long distances on the air currents that swirl around hospitals and other buildings. As long as the air is moving, so is the bacteria.” These bacteria and viruses can transmit infection via the air or they can fall on to instruments or surfaces to contaminate hands.

“Some markets are more accepting that air quality is an issue,” McBrien says. “We started in the US where we targeted the elderly care sector, and today we have a significant number of installations that are helping to reduce the instance of respiratory illnesses and other airborne issues. We’re also branching out through hygiene programs in schools.”

The firm has also gained traction in Africa, Eastern Europe and particularly Asia – in South Korea, for example, a staggering 80% of all ambulance rescue vehicles now carry Novaerus technology. (Novaerus is also one of only two companies to pass stringent air sterilisation standards set by the South Korean government to enter operating theatres.)

Reaching global distribution

Having started small, Novaerus is now operating in the big time. Sales of the portable devices are expected to grow by 40-50% this year and the company is targeting markets including China, Germany, Japan and India next year and beyond.

Distribution is handled by a global network of partners, mostly in the healthcare sector, who pitch and sell the proprietary technology into hospitals, clinics, ICUs, operating theatres, anywhere there are people whose immune system is compromised – including the staff whose daily attendance is integral to the business operation.

Innovation is the driving force behind this success – “our whole operation revolves around R&D,” says McBrien – and the company has an enviable facility including fully-equipped labs at its HQ in the DCU Innovation Centre, Dublin. (The company also has a US base.)

A decade or so on, however, Novaerus has not forgotten the role played by Enterprise Ireland in its growth. “Enterprise Ireland got involved with us at an early stage and helped us to find distributors in the US, Asia, Europe and the Middle East, most of whom are still with us, says McBrien.

“The effort that Enterprise Ireland puts in to help Irish companies is just fantastic,” he says. “Setting up trade missions, getting small companies onto the big stage, opening doors, where else would you get it?”

McBrien, a native of Belfast with a background in business and languages, is also adamant that being Irish on the global stage is an advantage. “For us, there’s the whole tech side of things where [Ireland] has a very good reputation,” he says. “The Irish are seen as friendly people, very receptive and good to do business with.”

Key questions to ask at your Spanish and Portuguese Market Advisor meeting

The combined population of Spain and Portugal is more than 10 times that of Ireland, while Iberia’s landmass is 7 times larger than Ireland’s.

If you are considering doing business in Spain or Portugal, your first step should be a call with our dedicated team.

  • What do you need from me to move this forward? Enterprise Ireland works with clients who have the potential to make an impact, by connecting with buyers and finding opportunities in the market. Irish client companies play a great role in this process too. To make the most of your opportunities in the Spanish and Portuguese market, ask your MA what you can do to move the process forward and ensure success.
  • What kind of timeline are we working with? Different markets work on different timelines. Winning business in this market requires dedication over time; developing your relationship with a buyer in Spain or Portugal is as important as any business negotiation. Ask your MA what kind of timeline you should expect when entering this market. That way you can be prepared for the different steps and milestones in the process.
  • What should our buyer persona look like? Knowing who you want to sell to in this market is very important. It is essential to understand the dynamics of your target market. With the help of your MA, decipher what your buyer persona looks like and work to adapt your pitch to that persona. While this can vary within the market (especially in Spain’s autonomous regions), legitimate and specified buyer personas can be useful in identifying who to approach in market first.

Enterprise Ireland is committed to helping Irish firms succeed in global markets and have industry experts on hand, ready to help you access the Spanish market.

Our Market Advisors are always available to support you and provide business expertise and on-the-ground knowledge.

For more, download our Going Global Guide

Enterprise Ireland’s top tips for entering the Spanis and Portuguese markets can be viewed by clicking the graphic below.

Key questions to ask at your UK Market Advisor meeting

Enterprise Ireland is playing a key role in supporting ambitious companies seeking opportunities in the UK.

If you are considering doing business in the UK, please be sure to reach out to our team in London.

  • What are the associations and organisations I should be speaking to in the UK?
  • Who are the key stakeholders in my sector in the UK?
  • What are the major considerations for buyers in my sector in the UK beyond price?
  • How do I need to present my company in the UK to challenge domestic competition in the market?
  • Who are the potential competitors for my business in the market? How strong is their foothold in the market?
  • What are the differences between how my sector operates in Ireland vs the UK?
  • What is the post-Brexit outlook in the sector?
  • How are Irish companies viewed in the UK?
  • What are the benefits of a UK based office? virtual or physical?
  • What do I need to do to set up a UK registered company?
  • What are the key sources of UK market information in my sector?
  • What supports can Enterprise Ireland UK provide in the market?

For more, please reach out to the MA here and be sure to check out our Going Global Guide

Enterprise Ireland’s top tips for entering the US market

Ireland enjoys a unique advantage in trading with the US because of our deep historical links, in fact, it is Ireland’s second-largest export market, with almost 800 Irish companies operating across the United States.

If you are considering doing business in the US, please be sure to explore our tips to enter the market below and also be sure to reach out to our dedicated team.

  • The US is the world’s largest economy and is it the most competitive market in the world. Ensure your value proposition is differentiated before you try to acquire customers.
  • The population of the State of Alabama is the same as the entire Republic of Ireland, while Ireland’s GDP is similar to that of Colorado. It may be of benefit to take a more regional approach to your US market development, and not just gravitate to the main cities and economic centres. Spend some time understanding where the largest market opportunity and highest concentration of your customers may be.
  • Building rapport is very important in the US. Spend time developing relationships with your key target customers/buyers.
  • Attention to detail is valued in US business culture. US buyers will expect high-quality sales & marketing collateral, and it’s important that your collateral is updated with US-specific grammar and spelling.
  • Approach the market with a “customer needs” perspective not a “product” or “technology” perspective. What is the problem you are trying to solve with your product or service?

For more be sure to check out our Going Global Guide 

If you would like to know what to prepare ahead of your first MA call, click the graphic below

Tips for entering European markets from Combilift

Based in Co. Monaghan, materials handling manufacturer Combilift entered European markets a year after it was established, directly targeting customers at first and then appointing distributors. Here managing director Martin McVicar shares his key pieces of advice.

Managing Director at Combilift, Martin McVicar

Dealing with different languages has been one of the challenges we have come up against in mainland Europe. Irish companies need to be aware that they require additional resources to achieve the same volume of business in a country with a different language, compared to an English speaking country. To overcome this challenge in Germany and France, Combilift appointed English-speaking distributors to speak to customers on its behalf as well as putting dedicated sales resources on the ground with local language fluency.

Once your product is innovative, we have found that the most effective strategy is to segment the market and carefully target customers directly, then appoint a distributor. When we had a number of users in different European markets, distributors then approached us. This meant they were 99% convinced about the product and more likely to sell well for us.

The unique selling point of your product may vary from market to market, so be prepared to adjust it accordingly. For example, in Combilift’s case, the fact that our forklift helps to save space has been most important for a lot of European clients, while timber companies in the US place more emphasis on the ability to handle long products safely.

When considering entering new markets I would advise against targeting the BRIC (Brazil, Russia, India and China) countries as they are so volatile. Russia used to be Combilift’s fifth largest market and this dropped to almost zero because of issues in the Ukraine and the devaluation of the ruble. Even though you will have to work harder to grow business in mainland Europe compared to English speaking markets, these countries provide consistent growth and are less volatile than the BRIC markets.

Arralis

“The fact that Enterprise Ireland delivered the European Space agency was incredible. That was instrumental. That is where it all started.”

Barry Lunn – CEO & Founder

Who

Arralis is a rapidly scaling technology company providing world leading expertise in RF, micro and millimetre-wave technology.

How

Enterprise Ireland helped Arralis break into the American, Chinese and Russian markets and, most importantly, introduced them to the European Space Agency.

Result

Arralis are now a world leader in their field working with six of the top ten aerospace companies. In 2016 they opened new offices in China and the USA.

See How We Helped Arralis