Offshore WInd farm

For SMEs in the marine sector, the world is their oyster

The Marine Ireland Industry Network (MIIN) is made up of companies and key stakeholders across this very broad sector. And coordinator, Liam Curran who is also a Senior Technologist with Enterprise Ireland and specialist in the industry, says despite the current global situation, the future for SMEs in this area is bright as development and investment continues.

“The ocean economy in Ireland is resilient and where there are challenges there are also a wealth of opportunities,” says Curran. “This has been recognised by the current government which has made a commitment to develop a new integrated marine sustainable development plan, focusing on all aspects of the marine, with a greater focus on sustainability and stakeholder engagement.

“One key area Enterprise Ireland is specifically interested in is the role of technology and SMEs and how we can collectively position Irish enterprises at the forefront of a digital revolution in the marine/blue economy.” says Curran 

“This goes across all marine sectors, but Enterprise Ireland views the emerging Offshore Renewables sector as a key area of opportunity for Irish marine industry capability – and this sector, particularly Offshore Wind, will play a critical role in Ireland’s decarbonisation agenda.”

 

A rapidly growing sector

The MIIN co-ordinator says the industry as a whole has been growing steadily for a number of years and work has also focused on strengthening established marine industries such as fisheries, aquaculture, and tourism and the marinisation of existing industries such as ICT, food, clean/green and finance into a range of marine related markets.

“There are some great examples of Irish companies identifying and targeting these opportunities, including Bio-Marine Ingredients in Monaghan who extract high value lipid and protein products from Blue Whiting, a fish which was previously considered low value by the seafood processing industry,” he says. “The production of high-end bio products from marine biological materials is an emerging growth area in the Blue Economy.

Wicklow-based Voyager IP specialise in providing high end connectivity solutions to the superyacht industry, while Vilicom provide communications systems for the Offshore Wind industry. And because of Ireland’s location at the edge of the North Atlantic, we can benefit from one of the best offshore renewable energy resources in Europe.”

 

A focus on sustainability

According to the marine expert, developing this in a sustainable manner is going to be key in supporting our clean energy transition.

“It has the potential to make a significant contribution to the decarbonisation of the Irish electricity system, as well as the potential for providing employment in small coastal communities which are unlikely to attract foreign direct investment,” he says.

“Examples of MIIN companies in this area are Gavin and Doherty Geosolutions, who work globally for the offshore wind industry, while Inland and Coastal Marina Systems fabricate and install pontoon systems for harbours and have been winning work in the UK installing mooring systems for Crew Transfer Vessels.

“Currently, the development of the offshore renewables sector in Ireland is high on the government’s agenda and much care is being put into developing the National Marine Planning Framework and new consenting regime to ensure this is done in a fair and sustainable way.”

 

Ample opportunities

Curran says that in order to take advantage of this, companies in the sector should consider how they might pivot capability to meet the needs of the offshore wind industry.

“This is a huge area of opportunity for Irish marine SMEs, both at home and in export markets,” he says. “Galway based Bluewise Marine have done exactly that, offering experience in areas such as marine and fisheries science, engineering, health & safety management, and community engagement, as well as a range of technical and operational project management supports to assist companies to select and develop offshore renewable energy sites, coordinate marine surveys, engage with the local supply chain, and manage stakeholder relationships.

“In Killybegs, the marine engineering capability has been built up around the pelagic fishing industry but is now also looking at how skillsets could be applied to the offshore wind sector – and marine fabrication companies like MMG Welding and Seaquest Systems, amongst others, have the capability to be part of this rapidly growing industry.”

 

Research is vital

The senior technologist recommends that companies which may be interested in entering this sector should join MIIN and attend events (currently online) to meet the best industry innovators – but says it is also important to research the sector beforehand.

“The marine sector is very unforgiving of products or services which haven’t been properly ‘marinised’ and built to withstand everything the North Atlantic winter will throw at them,” he says.

Curran confirms “We are fortunate to have a suite of testing facilities available for companies to trial and validate their products or services” 

“These includethe Lir National Ocean Test Facility at UCC and the Galway Bay Marine & Renewable Energy Test Site. We also have an excellent maritime training facility at the National Maritime College of Ireland.

“In addition, the marine research ecosystem in this country is very active nationally and internationally, while SFI has supported research centres, like MaREI, to help Ireland stay at the forefront of marine research.

“So any SMEs who are interested should log onto the Marine Ireland website to get an insight into the vibrant marine ecosystem which exists in Ireland.”

New Frontiers: Turning great ideas into promising businesses

Great ideas are in the Irish DNA, but turning these ideas into viable businesses takes time, ambition, hard work and support.

To help entrepreneurs turn their ideas into promising businesses, Ireland has built up a solid network of supports for early stage start-ups, with a high level of connectivity to ensure that businesses can access the right support at the right time.

Many entrepreneurs begin their business journey at the Local Enterprise Office (LEO), which offers a wide range of experience, skills and services.

Typical supports offered by the LEOs include training and mentoring programmes, access to financial support and microfinance loans, general business advice and help with business planning.  and with 31 LEOs nationwide, entrepreneurs don’t have to travel far to find business support.

The LEOs are also the front door into other support services such as the local authorities, Enterprise Ireland and State agencies, including the Department of Social Protection, Skillnets, Education and Training Boards, Microfinance Ireland, Revenue and Fáilte Ireland.

The beauty of the structure is that it’s inter-connected,” explains Teri Smith, manager at Enterprise Ireland’s High Potential Start-Up (HPSU) division. 

“At the HPSU, we would communicate with the LEOs and other starter programmes like New Frontiers, so a suitable business can very readily come onto our radar if they’re going through those channels, which allows us to transition them at the right time.” 

“From an Enterprise Ireland point of view, a lot of entrepreneurs would have started out with LEO supports or New Frontiers; when they have their business plan, their prototype and their market opportunities mapped out, and ready to raise seed investment, that’s generally when they transition to Enterprise Ireland.”

 

New Frontiers

The highly regarded New Frontiers programme is a popular starting point for many entrepreneurs. Like the LEO supports, New Frontiers is available nationwide and is delivered on behalf of Enterprise Ireland by Institutes of Technology and Technological Universities in 16 locations around Ireland. Since Enterprise Ireland began managing the programme in 2012, 4,700 individuals have participated in New Frontiers, with 1,430 going on to the immersive Phase 2 of the programme.

“New Frontiers is a good starting point,” says Teri. “Phase 1 can be done while you’re still in your day job, so you don’t have to go ‘all in’ to progress your idea and see if it has the potential to turn into a business.” 

The programme is aimed at early-stage entrepreneurs with business ideas from across all sectors including food & consumer products; information & communication technology; engineering & electronics; medical devices; biotechnology; pharma, digital media; cleantech/renewable energy;

They could also be developing new solutions that would have export potential, or an innovative alternative to what is mainstream in the marketplace. Entrepreneurs would have to have qualified that there is market potential for their product in order to be eligible for a place on the programme.

New Frontiers is delivered in three phases. Currently offered online due to the ongoing Covid-19 situation, Phase I consists of weekend and evening workshops to research and test the market potential of the idea. By the end of this phase, participants should have a good idea as to whether their idea can become a viable business – and be confident enough to leave their job or take a career break to immerse themselves in their fledgling business.

Entrepreneurs who have successfully completed Phase 1 can apply for Phase 2, which is a full-time intensive programme that focuses on developing and validating the business proposition. Participants are supported throughout this phase with workshops, mentoring, regular milestone reviews, a free co-working space and guidance from the programme team.

In addition, a tax-free stipend of €15,000 is paid directly to the entrepreneur over a six-month period, along with web hosting and support worth $15,000 from Amazon.  No equity is taken in your business in exchange for this support package.

Upon successful completed of Phase 2, participants can also apply For Phase 3, which focuses on bringing the product/service to market and preparing to acquire further funding.

Many New Frontiers participants have progressed on to Enterprise Ireland supports such as the Competitive Start Fund and the High Potential Start-Up Fund; these include Wellola, Video Sherpa, Swyft Energy, Snapfix, Examfly, LiveCosts, Positive Carbon and Safecility. And from there, great things can be achieved.

For instance, Immersive VR Education in Waterford, one of the 2016 participants, raised €6.75 million following a successful IPO in 2018. In 2020, Cork ed-tech company and New Frontiers graduate TeachKloud raised €750,000, with investment led by Frontline Ventures and ed-tech investor Sean Tai. And in terms of creating employment, 2017 participants Xerotech has established an R&D centre in Claregalway with space for 40 engineers.

The highly connected nature of Ireland’s supports for early-stage entrepreneurs means that the sky really is the limit for ambitious innovators. Great ideas with huge potential are quickly identified and given the right support to bring them as far as possible, furthering our island’s reputation as a hotbed of promising start-ups.

For more information on New Frontiers, including a calendar of starting dates across the country, visit www.newfrontiers.ie

COGNIPLANT team

COGNIPLANT optimising production plants in the process industries



COGNIPLANT team

“Horizon 2020 helps us to look 10 years into the future and enables us to tap into the huge R&D capability across Europe.”

Eoin Keane, Energy Specialist, COGNIPLANT Horizon 2020 project

Key Takeouts:

  • Aughinish Alumina (AAL), part of the RUSAL group and one of the world’s major producers of aluminium and alumina, is taking part in a project to develop an innovative approach to the advanced digitization and intelligent management of production plants.
  • The COGNIPLANT project has received €8.5m in funding from the European Union’s Horizon 2020 research and innovation programme.
  • AAL helped to define the requirements for the design of the COGNIPLANT solution and its County Limerick facility is currently testing and demonstrating the solutions identified by the COGNIPLANT consortium.

H2020 Case Study: COGNIPLANT

A global shortage of raw materials, increasing energy prices and environmental concerns have made the goal of improving the performance and energy efficiency of process industries a European imperative.

Among many initiatives tackling the issue is the COGNIPLANT Horizon 2020 project. Using the latest developments in advanced analytics and cognitive reasoning, coupled with the digital twin concept (a computer model that simulates the operation of the plant), it aims to design a monitoring and control solution that will significantly improve the performance of production plants and reduce CO2 emissions.

The COGNIPLANT consortium involves 14 partners from universities and businesses across Europe including four production sites that are testing and demonstrating the technology. One of these is County Limerick company Aughinish Alumina (AAL), part of the RUSAL group and one of the world’s major producers of aluminium and alumina.

The best-in-class company has the reputation of being forward-thinking and innovative and has set itself ambitious carbon reduction targets. Taking part in the COGNIPLANT project was an opportunity to help develop the technology that will contribute to it achieving those targets.

“The COGNIPLANT solution is aligned with the decarbonisation goals of the company where advanced process control techniques are used to minimise energy usage,” explains Eoin Keane, AAL’s Energy Specialist

“Currently there are hundreds of sensors installed on the plant relaying information into a central data storage system. The operations teams and engineers review this information continuously to ensure the process is running smoothly. The goal of COGNIPLANT is to make this intelligence available 24/7 to the control room operator so that they can make informed decisions when the wider team is not available.”

The COGNIPLANT consortium includes expert modellers who are using the data and expertise gathered from the test sites to identify opportunities to optimise the plants. It’s an iterative process, which over the next 12 months should culminate in a packaged solution for process industries.

 

The Horizon advantage

Having been involved in Horizon 2020 projects before, AAL was aware of the benefits of pan- European collaboration.

“We’ve done Horizon 2020 projects in the past and benefitted immensely from them, including building up relationships with experts across many disciplines. When this opportunity arose, which is looking at energy-intensive industries, the co-ordinator of COGNIPLANT, Ibermática, asked us if we wanted to come on board and we were keen to get involved,” says Keane.

“Being part of COGNIPLANT gives us the opportunity to develop detailed and insightful models of the process beyond what is currently available to us. The modellers bring in expertise from many different areas that we would otherwise not be able to access.”

The sharing of knowledge between the partners in the consortium is a valuable aspect of the Horizon experience, even when it does not directly relate to the core project deliverables.

“We’ve been able to share our knowledge and experience of sensors with the lime plant in Italy which was installing a particle-size sensor and we’ve also shared our experience of data handling. We’re building connections with other industries too, for example, the group of researchers in Munich who are working in the field of chemicals in heavy industry. We’re thinking about building on that connection in the future around decarbonization and climate action goals. Horizon Europe will be the route we’ll go down to develop actions in this area,” says Keane.

On a personal level, Keane feels he has greatly benefitted from the opportunity to network with people from other disciplines and backgrounds, to get an insight into what other companies across Europe are working on and see the synergies around climate change.

 

Navigating the Horizon environment with Enterprise Ireland’s support

Identifying the best-fit Horizon project, negotiating the consortium build and keeping on top of pan-European developments can be challenging, but AAL has found Enterprise Ireland’s help to be invaluable.

“Enterprise Ireland helps to identify suitable matchmaking events for us to attend, which help in forming a consortium. They are also available to answer any questions or offer support when needed.” explains Keane

 At the moment they are helping us with the next round of calls for Horizon Europe, pinpointing future projects around climate change and the circular economy. These are areas where you need to think outside the box and that’s why Horizon is so important to us; it allows us to tap into the huge R&D capability across Europe, which is very exciting. Horizon really helps us to look 10 years into the future.”

For advice or further information about applying for Horizon Europe support, please contact HorizonSupport@enterprise-ireland.com or consult www.horizoneurope.ie

H2020 success stories banner link

Wyeth Nutrition and Water – Achieving the Highest Standard in the World

As climate change exacerbates water challenges across the globe, the importance of water conservation and water stewardship has come to the fore now like never before.  In driving environmental efficiencies, it’s now essential that water in its wider context is now front and centre in the pursuit of sustainable corporate practices.

At Nestlé’s Wyeth Nutrition, there’s always been a pioneering and innovative spirit when it comes to pursuing progress.  Supported through GreenPlus, the factory has now become the first manufacturing site in Ireland to earn the global top standard of a Platinum certificate under the rigorous Alliance for Water Stewardship (AWS) standard.

While water is still taken for granted by many, it’s predicted that almost half the world’s population will be living in areas of high water stress by 2030.  Water use has been growing globally at more than twice the rate of population increase in the last century and climate change and bio-energy demands are also expected to amplify the already complex relationship between world development and water demand.

As part of Nestlé, the largest nutrition, health and wellness company in the world, Wyeth Nutrition supplies infant and maternal nutrition products to markets across the globe. The experienced workforce at the world-class factory at Askeaton, Co. Limerick are constantly aware of their responsibility to the current generation but also the generations to come.

 

Quality assurance

Gaining the top award from the Alliance for Water Stewardship (AWS) has been a noteworthy achievement for the company.  “Fresh, clean water is essential for our production here and to ensure the highest quality product.  Our journey to safeguard and improve our water usage involved extensive engagement with stakeholders in our immediate water catchment area and across Ireland.” explains Ian Ryan, who headed up the project.

“GreenPlus helped us to achieve what is the highest possible standard and deliver what we wanted to ultimately achieve to be an exemplar in the area of water stewardship”,  says Ryan, Energy and Utilities Manager

“We are privileged in Ireland in relation to access to water, but around the world some of the statistics around water are of concern.  Goal 6 targets in the UN Sustainable Development Goals are clear in relation to water-use efficiency across all sectors by 2030 and everybody has to play their part.”

Wyeth Nutrition took a practical approach and their project objectives were to implement a water stewardship strategy, principles and procedures at the Askeaton site.  Their credentials are now clear and they have become elite performers. Having done a gap analysis report, new water stewardship practices and procedures have now been implemented, standardised and externally validated via the newly developed Site Water Stewardship Manual and the company has achieved the highly-covetable AWS standard.

“GreenPlus enabled this journey for us”

One of the most positive things about the process for Wyeth is that the company is now set to bring this information further out in to the community and get more and more people trained up with the aim of creating a vibrant, collaborative, stakeholder-inclusive process. “We had a very high level objective to achieve and we want to maintain it. GreenPlus enabled that journey for us. The application process was clear, the funding stream was there and we also gained access to the people that we needed. It gave us the framework to map out our tasks”.

“The task ahead of us all is still enormous and really the work is only starting”, points out Ian.  “We all need to work together to ensure the sustainability of this vital resource on which we all depend.”

As the world’s largest food producer, Nestlé has committed to taking action to address water sustainability across its business:

  • In the period 2010-2019, Nestlé has reduced its direct water withdrawals globally by 31%, with a 37% reduction in the nutrition and healthcare category.
  • Nestlé has certified 32 of its factories worldwide to the AWS standard to date and with a commitment to certification of all Nestlé Waters plants by 2025.
  • On the wider issue of sustainability, Nestlé set out a detailed and time-bound plan to halve greenhouse gas emissions by 2030 and be net zero by 2050.

 

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

Online Retail Scheme: Helping Irish retailers compete on a global scale

Online shopping has been growing steadily in popularity over the last decade, with many more retailers setting up websites and the shopping experience becoming ever-more convenient, fast and cost-effective. However, thanks to Covid-19, this evolution has accelerated, with many businesses reporting huge increases in online sales and more consumers discovering the advantages of shopping online.

“Many retailers would have had a very small investment online, but an intention to do more in the future; then Covid-19 turned online from a “nice to have” into a “need to have” in order to survive,” says Ross O’Colmain, Enterprise Ireland’s manager for the construction, cleantech, timber and consumer sectors

“The flip side of this is that there’s now an opportunity for retailers to evolve in a positive sense. By investing online, you can tap into that consumer demand for online goods and into a wider consumer base. Online also potentially opens up your business on a global scale.”

Enterprise Ireland’s Online Retail Scheme was devised originally in 2019 in recognition that consumer behaviour was shifting gradually to online buying. After a successful pilot scheme, the initiative was launched in 2020 as the Covid-19 Online Retail Scheme, when it became clear that having a presence online was now a case of survival for many Irish retailers. A total of 330 retailers were approved €11.8 million via two rounds of the scheme in 2020, with the average grant per business in the second round being €36,700.

A further €5 million funding was announced for the scheme in 2021, recognising once again that a sophisticated web presence is now a must-have for Irish retailers. “The scheme is for companies with more than 10 employees that have some sort of web presence already, even perhaps a simple e-commerce site or social media presence,” explains Ross. “The scheme is really for those companies that recognise that online will be a major part of their business in the future. It allows for companies to bring in consultants to implement and execute their online strategy as well as contribute to the technology needed for that strategy, for example a platform that allows for the integration of stock levels.”

Investing in the best expertise and sophisticated online technology can be expensive, and possibly beyond the budget for many retailers that have been recently closed for months at a time; recognising this, the Online Retail Scheme offers a very generous grant rate.

“We offer grant aid of up to 80% of the project’s cost,” says Ross. “In other words, if you come to us with a €50k project, we can support €40k of that. It’s not just about the funding, however, it’s about doing the research and having a very smart plan that matches your offering to the people, so you get the best possible conversion rate.”

Enterprise Ireland is committed to helping as many retailers as possible strengthen their online presence to compete both nationally and internationally; with this in mind, we’ve outlined five important things you need to know when applying for the Online Retail Scheme this year, along with some great advice from previous successful applicants.

Explain your project as clearly and succinctly as possible

“You need to assume we know nothing about your business, so you have to tell us in very basic form what your current online position is, your target market, what internal skills you have,” says Ross. “You need to have a really clear idea of the project’s objectives, and make these simple to understand. Basically speaking, the better researched your project, the better chance you have of success with the application.”

“We spent a long time on the application as it was a really serious project for us,” says Sarah Gill, managing director at Seagreen. “We had an online presence, but I didn’t believe our online store reflected the look and feel of our bricks and mortar shops. It’s basic, it’s functional but it’s absolutely not what our customers would expect from us. We compete on an international scale, selling labels that are available on Saks 5th Avenue and Net-a-Porter, so if you were looking for a particular item, as it stands, you wouldn’t go to Seagreen over those sites, because it’s a little local-looking and clunky.

“The main aspect of the project we put forward to Enterprise Ireland was engaging a consultant, an outside vendor who can direct and implement a strategy, really important things such as stock management, and then training the team.” says Sarah Gill, managing director of Seagreen

“We also have someone dedicated to online, which is a big step for us. Another key consideration was making the site more international in feel to help increase our international customer base.”

 

Outline what you want to achieve with the project

“Identify how the project will impact your business – your sales, your customer acquisition and the future of your business,” says Ross. “Identify why you need to invest in a better online platform. Think about your marketing strategy and the preferences of your target customers. Describe the best case scenario for your business following implementation.”

“In our case we had a well-established website but it just wasn’t where we wanted it to be,” says Maeve Ryan, managing director at The Book Centre. “We didn’t have the skills inhouse and so we wanted to engage external experts to assess the site, work on our SEO and customer retention and identify where we could improve. We also wanted our site to reflect the ethos of our stores, which is based on good customer service. I spent about a month researching the project, educating myself on where we wanted the site to go and talking to potential service providers. In the end we went with a company that was able to explain clearly what they could do, and how their research and recommendations would pay off in terms of increased business and profits online.”

 

Engage early with a suitable consultant/service provider

“As early as possible, identify the consultant or service provider that you want to work with,” says Ross. “There are many that know how the scheme works and have the knowledge and ability to execute. This will influence your application. Retailers can choose any service provider they want; however, it’s important to remember that we will be assessing the quality of the plan, the experience of the chosen consultant and their ability to execute your plan.”

“When the scheme was announced, we began engaging with Enterprise Ireland at the same time as we were consulting with a service provider,” says John Smith, managing director at Best Menswear. “Luckily the people we picked had a proven track record in driving profitable online sales and we were confident that they could bring us to where we wanted to be. We went from signing papers in May to going live in September, which was quite an achievement. This was greatly helped and facilitated by the grant from Enterprise Ireland.”

 

Show you have thought about international opportunities

“We meet retailers at all stages of their journey to internationalise,” says Ross. “We simply want you to consider how your online presence could open up global markets for you – your competition abroad, any potential technology issues, marketing etc.”

 

“For us, there’s great potential in the international market,” says John Smith from Best Menswear. “We’ve already managed to sell to approximately 23 countries, including Canada, Australia and Japan, without even targeting specifically to them. One of the reasons we went with the company we did is because they have a very international outlook and were only interested in working with us if we were intending to target abroad.”

 

Ask for help and guidance if you need it

“Look carefully at the application and how it is divided up in terms of scoring,” says Ross. “Make sure you’ve answered everything. If you need any help, we have a specific email address which deals with hundreds of queries and there’s a very fast turnaround on answers. We will also be hosting several webinars that take you through the process.”

“The process is incredibly doable,” says Derek Moody, director at Great Outdoors. “The guys in Enterprise Ireland could not have been more helpful. They encouraged us, they advised us, they looked over our plans as we developed them, they were there for us every step of the way. The result has put our online business three years beyond where we had initially planned it, especially in terms of targeting international markets, particularly Europe, which poses significant opportunity thanks in part to Brexit. We’re testing in France and Denmark at the moment and we’ve definitely had a few sales trickling through – this is without officially launching.”

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

 

Enterprise Ireland administers the Online Retail Scheme on behalf of the Department for Enterprise, Trade and Employment.

Enterprise Ireland’s top tips for entering the French market

France will be Ireland’s closest geographical neighbour in the European Union after Brexit. As both countries are members of the EU, trade between France and Ireland is greatly facilitated by a common currency, free movement of goods and services, and regulatory alignment.

France is the world’s 7th largest economy and home to many internationally renowned businesses, from telecommunications giant Orange, to international pioneer in aerospace Airbus, and leaders in luxury consumer goods like the LVMH group.   For Irish businesses with the ambition to go global, the French market boasts many opportunities- if you follow our top tips!  

 

  • Build trust

It is important to remember that when approaching a French partner or buyer, you are completely unknown. Reassuring your targets that you are serious and that you have valuable ways to fill gaps and solve their problems should be your number one priority. Approaching your targets in the correct way i.e. through being introduced through other contacts or EI Market Advisors and having a strong value proposition and case studies prepared in advance is key to appearing credible to a potential customer.

Gaining the trust of your customers means you will also receive it. It is often said that the French are reluctant to break their supply chains for new products and services and disrupt existing relationships, which presents a hurdle to Irish businesses entering the market. However, once you do secure a French customer and gain their trust, you will find them to be very loyal. Going forward, they will tend to work with you to resolve issues rather than go straight to your rival.

 

  • A strong value proposition is vital.

This reluctance to change suppliers means that ‘me too’ products are unlikely to succeed in the market. Before approaching decision-makers, it is vital to have done extensive research and competitor analysis and have a strong value proposition for your product. Remember that in France, improvements on products or processes are not enough to be considered innovative. The French tend to look for new ways of doing things, or entirely new approaches, to consider something an ‘innovation’.

 

  • Know your customer

Carrying out extensive market research through Enterprise Ireland’s Market Research Centre and by talking to the Market Advisors is vital before approaching any potential prospects.  As well as validating the market opportunity for your value proposition, this will help you identify the best targets (for example, French businesses in France rather than multinational firms in France that do not have power over buying decisions), and the correct people to target within organisations.

French business culture is very hierarchical and understanding the organizational structure of the types of companies you wish to target is also very important. There may be several people to go through before reaching the Purchasing Manager or Director of Procurement. Don’t eliminate anyone as not being influential in the purchasing process, however, the final decisions will be made at the top level.

 

  • Pay attention to detail.

France loves detail. French buyers will expect to see great attention to detail both in your product and service offering and in the way you do business. Small mistakes are a big deal and could cost you a sale.

Getting your product or service to market in France will require lots of work in terms of compliance, respecting regulation and red tape. While these might sound like barriers to entry, they are there to establish and protect quality. In fact, they ensure a level playing field amongst all competitors.

 

  • Don’t (always) take no for an answer.

When doing business in France, one of the most common words heard in meetings will be “Non”. This is not a negative but the first step on the road to “Oui”. “Non” forms the basis of a discussion with your intended partner or client that will deal heavily with specifics and navigating French regulatory compliance. In France, an argument is usually the precursor to a discussion.

Therefore, it is so important to have a strong value proposition and understanding of why your product is the best one for the buyer, before entering discussions.  

 

  • French language skills.

While many French businesspeople have excellent English, communicating in French is preferred and having a native French speaker sends a very strong signal of your intent. Hire an interpreter for your initial meetings in the French market. Make the effort to have marketing and web material accurately translated, preferably by a native French speaker. It is also very important to be cognizant and respectful of your use of language with potential customers- always use formal language and never address anyone using their first name unless invited.

The only exception to this rule is in the Digital Technologies sector, where most business is conducted through English.

 

  • Be patient.

If you intend to do business in France, you must be patient. Deals take time, partnerships need to be nurtured, and even the most routine meetings need to be set up well in advance. Rushing things will be perceived poorly in France. 

French business culture takes time because of its approach to detail, and the value it places on evidence-based decision making. This patience pays off, as once a decision is made, it is usually not revisited.

If you are considering doing business in France be sure to reach out to our teams in Paris and Lyon and read our Going Global Guide for more information.

 

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

Key questions to ask at your Japanese Market Advisor meeting

Japan is an affluent, vibrant economy with opportunities for Irish businesses across a range of sectors.

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

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

    • What is the business environment like in Japan?
    • Where can I conduct research on the niche I am operating in?
    • What are the experiences of other Irish companies exporting to Japan?
    • What is the typical route to market?
    • Will I need a local partner company?
    • What kind of obstacles should I expect when entering this market?
    • What local competitors are active in this market?
    • What taxes or costs of entry should I be aware of?
    • What is the regulatory environment like for my offering?

    Set up a call with our team in Japan today 

     

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

    Key questions to ask at your Indian Market Advisor meeting

    Enterprise Ireland is playing a key role in supporting ambitious Irish companies seeking opportunities in a range of sectors within India.

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

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

      Our regional Market Advisors work closely with clients to win business in India. Some of the key activities include gathering market intelligence, partner search, introductions to industry influences, pathfinders and third-party service providers, as well as PR and media engagements, organising high-level networking events and facilitating meetings with potential buyers.  

          • What is the size of the market?
          • Who are the leading players/competitors and what is their market share?
          • How does the supply chain/distributions/procurement process of the product/service work in India?
          • What are the leading market trends and consumer behaviour in the sector?
          • Are there any legal requirements for selling the product/service in India? Or any accreditation required from the government bodies?
          • Do I need a local partner?
          • If yes, what is the process of finding a trusted suitable partner in the industry?
          • Do I need to hire local staff?
          • Do I need to make any modifications or changes to the product or service to better suit the Indian market?
          • What are some of the major events/trade shows to attend in the market?
          • Do I need to set up an office in the region? If yes, what is the preferred structure?
          • What is the awareness of Ireland in the region?
          • What kind of obstacles should I expect when entering this market?
          • What taxes, charges or hidden costs should I be aware of?
          • Are there any social/political instabilities in this region that could affect my business here?
          • Are there any environmental instabilities in this region that could affect my business here?
          • What social norms should I be cognizant of when engaging in meetings with local people?

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

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

      Enterprise Ireland’s top tips for entering the Malaysian market

      As Brexit plans progress, Irish businesses are exploring export options in sectors across the Eurozone markets, the USA and Canada and the APAC region.

      Enterprise Ireland is playing a key role in supporting ambitious companies seeking opportunities in Malaysia’s IoT, telecoms and fintech sectors.

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

      • When scheduling meetings in Malaysia it is best to do so at least four weeks in advance. Malaysian counterparts will want to know who they will be meeting, and you should provide such details as the titles, positions and responsibilities of all attendees in advance.
      • Due to its predominantly Muslim population, Friday is reserved for prayer and it is advised not to schedule meetings on this day.
      • Schedules are usually loose and flexible and meetings may start late. However, Malaysians generally expect foreign visitors to be punctual.
      • Developing trusting, personal relationships is fundamental to winning long-term business in Malaysia. For this reason, Irish companies must consider setting up a local presence at an early stage or engaging a local partner to manage relationships.
      • Malay-owned companies have historically been given preference in Malaysia by the Government for state contracts. Irish companies may need to consider joint venture structures in some sectors for this reason.
      • If you are planning to do business in Malaysia, it is essential to consult a lawyer. Government restrictions can hamper foreign involvement in several areas, including Government procurement contracts, financial, business and professional services and telecommunications. In most cases, it is imperative to have a local partner, usually a Bumiputera, (a local person) who has the ability to provide locally-based technical support.
      • Kuala Lumpur has the most developed financial sector in the Southeast Asia region, after Singapore. It is known as one of the world’s capitals for Islamic finance. The main opportunity for Irish companies is to deliver efficiencies and add capability to institutions in the form of payments, anti-money laundering, regulatory tech, distributed ledgers and analytics. There is also an opportunity to deliver direct financial services, such as foreign exchange and micro-lending.
      • Malaysia continues to evolve as one of the hubs for medical device manufacturing in the region with over 200 manufacturing companies based in the country. Design and construction projects for high-tech manufacturing facilities for medical instruments and devices is one of the key opportunities for Enterprise Ireland client companies in Malaysia.
      • Malaysia’s telecommunications sector is competitive with the three largest mobile networks operators – Digi, Celcom Axiata and Maxis –holding over 75% of the market. Operators are looking for vendor solutions to strengthen their digital Value Added Services (VAS) suite of services and mobile apps in order to accelerate their transformation as fully-fledged ‘Digital Service’ companies.
      • Over 130 Irish firms are already active in this market thanks to EI assistance, contact the local MA here

      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

      Key questions to ask at your Malaysian Market Advisor meeting

      As Brexit plans progress, Irish businesses are exploring export options in sectors across the Eurozone markets, the USA and Canada and the APAC region.

      Enterprise Ireland is playing a key role in supporting ambitious companies seeking opportunities in Malaysia’s IoT, telecoms and fintech sectors.

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

      • When scheduling meetings in Malaysia it is best to do so at least four weeks in advance. Malaysian counterparts will want to know who they will be meeting, and you should provide such details as the titles, positions and responsibilities of all attendees in advance.
      • Due to its predominantly Muslim population, Friday is reserved for prayer and it is advised not to schedule meetings on this day.
      • Schedules are usually loose and flexible and meetings may start late. However, Malaysians generally expect foreign visitors to be punctual.
      • Developing trusting, personal relationships is fundamental to winning long-term business in Malaysia. For this reason, Irish companies must consider setting up a local presence at an early stage or engaging a local partner to manage relationships.
      • Malay-owned companies have historically been given preference in Malaysia by the Government for state contracts. Irish companies may need to consider joint venture structures in some sectors for this reason.
      • If you are planning to do business in Malaysia, it is essential to consult a lawyer. Government restrictions can hamper foreign involvement in several areas, including Government procurement contracts, financial, business and professional services and telecommunications. In most cases, it is imperative to have a local partner, usually a Bumiputera, (a local person) who has the ability to provide locally-based technical support.
      • Kuala Lumpur has the most developed financial sector in the Southeast Asia region, after Singapore. It is known as one of the world’s capitals for Islamic finance. The main opportunity for Irish companies is to deliver efficiencies and add capability to institutions in the form of payments, anti-money laundering, regulatory tech, distributed ledgers and analytics. There is also an opportunity to deliver direct financial services, such as foreign exchange and micro-lending.
      • Malaysia continues to evolve as one of the hubs for medical device manufacturing in the region with over 200 manufacturing companies based in the country. Design and construction projects for high-tech manufacturing facilities for medical instruments and devices is one of the key opportunities for Enterprise Ireland client companies in Malaysia.
      • Malaysia’s telecommunications sector is competitive with the three largest mobile networks operators – Digi, Celcom Axiata and Maxis –holding over 75% of the market. Operators are looking for vendor solutions to strengthen their digital Value Added Services (VAS) suite of services and mobile apps in order to accelerate their transformation as fully-fledged ‘Digital Service’ companies.
      • Over 130 Irish firms are already active in this market thanks to EI assistance, contact the local MA here (hyperlink) and make sure you have read our Key Questions to Prepare ahead of your Market Advisor Meeting (hyperlink) sister article

      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

      Paul McCloskey, Tyndall Institute

      LEDLUM, a shining light in LED efficiency  

      LEDLUM

      Horizon 2020 was about putting together the right consortium that could do cutting-edge research and also produce something that can be commercialized in the near future.

      Paul McCloskey, Head of Integrated Magnetics group at Tyndall National Institute

      Key Takeouts:

      • Tyndall Institute played a key role in a recently completed project that aimed to significantly reduce the size and weight of LED drivers while increasing their lifetime expectancy.
      • The ambitious 3.5-year project received €4.1m from the European Union’s Horizon 2020 research and innovation programme.
      • The outcomes included near-market LED driver prototypes with 40% volume and 59% weight reduction, a research prototype with a volume of just 12% of current best in class, and significant advancement in the field of magnetics on silicon.

      H2020 Case Study: LEDLUM

      As the world faces the imminent impact of climate change, there has never been a greater focus on environmental issues nor a greater sense of urgency. While governments debate macro issues, some researchers are looking at small concerns that can have a big impact. One of these is LED drivers.

      LED light bulbs are much more energy efficient and environmentally friendly than traditional bulbs. They can last up to 20 times longer than standard forms of lighting, so fewer bulbs need to be manufactured, they can be up to 80% more energy efficient than conventional bulbs and they contain no toxic elements that require specialist disposal.

      The fly in the ointment, however, is the LED AC/DC converter, known as a driver, which is not only much less reliable than the bulbs themselves but also bulky and difficult to integrate into the light fitting.

      This driver was the focus of LEDLUM, a Horizon 2020-funded project involving seven European partners drawn from business and academia, and over €4 million in EU funding. LEDLUM’s objectives were to make major improvements to the volume, weight, lifetime and size of the driver to create a more environmentally friendly product.

      Among the partners was Tyndall National Institute in County Cork, which brought its expertise in the area of magnetics on silicon to the table. Paul McCloskey, Head of Integrated Magnetics group at the Institute, led the ‘passive components’ work package. He explains how the consortium took a pragmatic approach to achieving the project’s aims.

      “Horizon 2020 projects are a combination of research that pushes the boundaries and the development of something that companies can commercialise.” says McCloskey

      Within LEDLUM there was initially a little built of tension between those two objectives as the companies in the consortium were more focused on the commercialisation of a product and the universities on pushing the science. So as a consortium we came up with the idea of having two tracks. The development track aimed to get close to something that businesses could use in the near future to create a product, while the research track had a lower level of technology readiness and an emphasis on demonstrating how the challenging goals set might ultimately be achieved. I believe the project delivered on both.”

      LEDLUM’s outcomes included the development of near-market LED driver prototypes with 40% volume and 59% weight reduction, a research prototype with a volume of just 12% of current best in class, and significant advancement in the field of magnetics on silicon.

      “Horizon 2020 is a way of getting involved with companies that will ultimately use the science in a real-world application.” says McCloskey

      One of the outcomes of this project was the licensing of Tyndall’s magnetics on silicon technology. We’ve developed a capability and reputation in this area over many years. Through LEDLUM we further developed the technology and were able to transfer it to one of the biggest silicon foundries in the world with the production scale up at a facility in Europe. That’s a major achievement for us. That’s tying our research into a real-world product,” says McCloskey.

       

      Competition and support

      Running from 2021 to 2027, Horizon 2020’s successor, Horizon Europe, has a €95 billion funding pot and the triple aim of developing scientific excellence, tackling global and industrial challenges and supporting innovation and inclusivity across Europe. And like Horizon 2020, it is a highly competitive arena.

      “There are a lot of organizations chasing this funding. But Ireland performs above average in terms of winning this type of EU funding and Tyndall is one of the most successful institutes. We’ve been involved in these kinds of projects for many years as our research depends on securing this type of funding,” says McCloskey

      To help research institutes and businesses to secure Horizon Europe funding, Enterprise Ireland regularly gives talks highlighting what Horizon calls are coming up, how to go about getting involved and how to build a consortium. They also fund travel costs associated with building the consortium and offer support to write the proposal.

       

      Advantages of collaboration

      Horizon 2020, and now Horizon Europe, is about putting together the right consortium that can do cutting-edge research and also produce something that can be commercialized in the near future.

      “That opportunity for collaboration is hugely important. You get the chance to work with other universities and businesses throughout Europe. When you talk to companies you hear what the real-world problems are; understanding that is a terrific insight for a researcher. Overall, I found the LEDLUM project to be an enjoyable and instructive process,” says McCloskey.

      For advice or further information about applying for Horizon Europe support, please contact HorizonSupport@enterprise-ireland.com or consult www.horizoneurope.ie

      H2020 success stories banner link

      Celebrating half a century in Belgium

      Established in 1971 as the Irish Trade and Technology Board Belgian department, the Enterprise Ireland office in Brussels is celebrating its fiftieth birthday. And while there have been many changes in the five decades since its opening, one thing has remained constant and that is the level of support and assistance Irish companies continue to receive as they enter and scale the Belgian markets.

      There has long been a strong relationship between the two countries and Richard Engelkes, Interim Manager of Enterprise Ireland Benelux Region, says for Irish companies wanting to expand their portfolio into Europe, Belgium, with its large ports at Antwerp and Zeebrugge, is the gateway.

      “Belgium is Ireland’s second largest trading partner globally (the first being the US), with a total of €17.8 billion in 2020,” says Engelkes.

      “In fact, it goes both ways as imports of Belgian goods to Ireland was €2.4bn in 2020 – so there is a very good bilateral trade agreement between Ireland and Belgium.

      “Equally important for Irish exporters, Belgium is the 4th largest export market in the Eurozone and the 8th largest globally. The EU, in particular the Eurozone, is of great importance to Irish exporters as its proximity, the single market and single currency, a large customer base, supply chain patterns and our longstanding relationship are just some of the reasons why the region is crucial.”

       

      Location is key

      And, according to Engelkes, thanks to its location at the heart of Europe, Belgium, is key.

      “It boasts four ports, three airports, very good rail and road links and water connections, making it a gateway for markets all across the zone – it is also the headquarters of the European Union and NATO,” he says. “So continuing a strong business relationship with Brussels is very important for Irish companies.

      “And despite the difficulties faced by every sector during the pandemic, the world is slowly rebuilding and there are many opportunities for Irish SMEs wanting to enter the market or scale their business in the Benelux countries and beyond. There is already an advantage for Irish companies as their reputation is good, with many firms well established in the pharma and life sciences sectors. There is also a lot of opportunity in the construction sector as well as engineering, precision engineering and packaging. Hydrogen is also a growing opportunity and there is a strong interest in building smart cities with an emphasis on sustainability, so innovative solutions will do well in the region.”

      A reputation for innovation

      The acting regional manager says innovation is something which Irish companies are known for, so this reputation is advantageous to firms who are looking to enter the market. They are also known for being flexible, reliable, and adaptable, qualities respected by Belgian companies.

      “Irish firms have also shown a strong commitment to EU standards and regulations as well as being adept at solving complex technical challenges.” says Engelkes.

      “But I would say that while for the most part, doing business in Belgium is similar to Ireland, the main difference is the language (with French, Dutch and German spoken). So Irish firms doing business here, should be aware that although most Belgians are highly proficient in English, it is advisable not to assume so and to at least attempt to learn a word or two – this will serve as an icebreaker and can be very helpful in building a relationship.”

       

      Enterprise Ireland support

      Irish companies which are already established in Belgium include RKD Architects, PM Group, Combilift, CXV Global PPI Adhesive, and DPS Engineering, to name a few – and the role of the Enterprise Ireland Office in Brussels is to assist companies like this in scaling their business but also to help others enter the market. This could involve market research, consultancy, getting involved with events (live or virtual), introductions and promotions or publicity – so if they have an idea, Richard and his colleagues can help with getting it into newspapers and online.

      “We also work in conjunction with our Enterprise Ireland colleagues in Amsterdam and have strong relationships with the Embassy of Ireland in Belgium, the Embassy of Belgium in Ireland and the trade agency, Flanders Investment and Trade, as well as close cooperation with Belgian ports, such as the Port of Antwerp and Zeebrugge,” he says.  “In addition to this, Enterprise Ireland also supports expansion into the Eurozone with award-winning training courses, which are available to clients.

      “Robert Troy, Minister for Trade Promotion, opened an Enterprise Ireland webinar in March, entitled ‘Belgian/Irish trade:  Maximising Trade Flows in a new European Union’. He also visited Antwerp in May which shows the Irish government’s dedication to fostering strong bilateral trade relations with Belgium.

      “So, after 50 years in Brussels, the future for Irish businesses continues to look bright and we at the Enterprise Ireland office, are looking forward to continuing success for the next 50 years and beyond.”

      Click here to learn more about trading in Belgium or download our Going Global guide.