Market Watch Industry Bulletin – Cleantech
Download the bulletin here.
Market Watch Industry Bulletin – Transport
Download the bulletin here.
As an island economy, our economic prosperity is heavily dependent on the reliability of the global transport networks to consistently source key materials from suppliers and in turn ship the finished goods to customers.
The Transport Bulletin provides insights from Enterprise Ireland’s market advisors and industry experts across the world, bringing you a practical overview of freight transport conditions from different markets.
Market Watch Industry Bulletin – Agritech & Machinery
Download the bulletin here.
The Irish agricultural machinery and agritech sector has been designated as a critical service, committed to supplying customers and fulfilling current and future orders. While the sector is open, the Covid-19 crisis presents significant challenges.
Enterprise Ireland‘s Agritech and Machinery industry bulletin looks at international developments from labour shortages to supply chain issues to border closures, and industry stimulus packages which may impact your business.
Read the full report here.
Managing supply chain risk
Global supply chains have been stretched to breaking point as a result of the COVID-19 pandemic. Enforced closures of companies, coupled with newly imposed border controls and other issues, have had a severe impact on many Irish businesses.
There are steps that can be taken to mitigate those effects, according to Shirlee Kelly, a strategic sourcing consultant with IDDEA, a strategic procurement consulting company.
“In Ireland, many companies rely on just-in-time delivery for the supply of goods and services, and the success of this strategy is dependent on highly integrated and efficient supply chains,” Kelly points out. “The availability of labour may impact on supply chains, while government actions may lead to delays in physically moving materials from location to location as well as at ports and across borders.”
As a first step, she advises businesses to assess their supply chain risks and identify those critical suppliers that can have a detrimental impact on the business. “Businesses should conduct a health check on their critical supply chains,” she says.
Start by looking at internal data.
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Who are the high-spend, high-impact suppliers?
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What are the immediate risks that you need to plan for?
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How will you address any lack of supply?
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What are the steps you need to take to ensure that you continue to meet your contractual obligations with customers?
Contingency Planning
The next step is contingency planning. “These plans may include, finding alternatives to normal supply routes, investing time in discovering and conditioning new suppliers,” Kelly advises. “Companies may need to change their sourcing strategies to include a more local approach. If companies are dependent on one supplier, they need to put measures in place to make sure they have sufficient stock and ensure business continuance. It is important for businesses of all sizes to build resilience across their supply channels and keep their key customers informed of the work they are doing to meet demand.”
Good supplier management is essential in order to reduce the potential impacts of supply chain disruption. “You may have 500 suppliers, so it is not possible to manage every supplier in the same way,” Kelly notes. “We use the Kraljic Matrix to categorise suppliers by the value you spend with them and the risk they pose to your ongoing operations.”
This matrix reveals those suppliers who are strategically important by evaluating them against their value to the bottom line and the risks of a disruption affecting their performance. High-value, high-risk suppliers clearly need careful management, as indeed do those in the low-value, high-risk quadrant who are defined as bottlenecks.
Supplier management begins with information.
“Capture all appropriate data about your critical suppliers, and use this information to drive value for your organisation. Using tools such as Porters Five Forces and PESTEL analysis as part of your market research, will allow you to assess and evaluate the external factors which may affect your industry and business operations.” says Kelly.
The data analysed, and the knowledge gained, forms the basis of your supplier performance management. “Ensure you have a scorecard in place to allow you measure supplier performance? What metrics do you use and are they aligned with what you are trying to achieve in your overall business strategy?”
“It is important that strategic suppliers work with you on risk management strategies,” she adds.
Those risk management plans should be based on four key elements – awareness, impact, mitigation, and contingency planning.
“Awareness is about understanding the probability and potential impact of the risk,” Kelly explains. “The goal of risk management is to recognise, reduce or mitigate the likelihood of risk. The objective is to identify procedures for managing all stages of risk, this includes, disruption – interruption, response, recovery and restoration of service.
She concludes by pointing out that doing nothing is not an option. “Companies need to act now, investigate the opportunities in your data, identify your key supply partners and work together on problem resolution. Treat key suppliers as an extension of the business and find out how you can support each other. Irish businesses are very good at working together in difficult times. Government bodies such as Enterprise Ireland are a great resource for information on the various supports available to Irish businesses. The companies I am currently working with are sharing information with their supply base and this is helping to ease supply chain problems.”
Market Watch Industry Bulletin – Life Sciences
Download the bulletin here.
Enterprise Ireland life sciences companies are experiencing extraordinary market conditions, resulting in unpredictable demand, production shortages and bottlenecks, as well as fractured supply chains.
While these are certainly unprecedented and challenging times, there remain significant opportunities for clients within the global lifesciences market. Read the full report in our industry bulletin.
Market Watch Industry Bulletin – Construction
Download the bulletin here.
Enterprise Ireland construction companies are experiencing unprecedented market disruption both domestically and across international markets.
In this first bulletin, we look at the movement of labour and materials, restrictions on access to sites, market supports and the projected implications of shutdown where this has occurred.
Enterprise Ireland’s top tips for entering the Chinese market
The ambitions of both the Chinese government and the private sector to improve competitiveness is driving demand for foreign technology and expertise, which in turn is increasing opportunities for Irish firms in the region.
If you are considering doing business in China, please be sure to explore our tips to enter the market below and also be sure to reach out to our dedicated team.
- Make a strategy to protect your intellectual property before you enter the Chinese market.
- Treating China as one large market is difficult, narrow down your target cities
- Second- and third-tier cities might be a better option for many products since there may be fewer competitors, more demand from consumers and local governments willing to facilitate market access.
- Best practices show that investing some time in China to meet people, experience the market, and test prices and consumer behaviour is critical before making the decision to invest.
- Having a physical presence in China can be part of a long-term strategy to enter the country.
- Firms should carefully weigh all the available options against their business needs before deciding on a legal structure in China.
- In China, there are certification, registration and labelling schemes that are often complex.
- Labour costs in China are rising quickly. High turnover is also becoming a concern.
- Finding the right importer/distributor in China is critical for success. Guanxi (people to people relationship) is important as reliable contact can help you understand the negotiating habits of the Chinese that would otherwise require months of on-the-ground presence in China to understand.
- Companies need 6-9 months of preparatory work to enter China, which is longer than other markets;
- In Greater China, Enterprise Ireland have three offices in Shanghai, Beijing and Hong Kong, servicing key sectors for Irish companies.
If you are considering doing business in China be sure to reach out to our team 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
Portwest – targeting new markets with GradStart
“Bringing linguistic graduates onboard allowed us to bring in talent that could research Spanish and French speaking territories, and open opportunities for our sales teams, which contributed to our target of 20% growth.”
Deirdre Clarke, HR Manager, Portwest
Overview:
- Portwest is a market leader in the design and manufacture of stylish, comfortable, high-quality workwear that meets recognised international standards.
- With customer support staff in over 120 countries, the company used Enterprise Ireland’s GradStart initiative to attract fresh graduate talent with French and Spanish language skills to research new markets and drive business activity.
- The GradStart programme offers salary support of up to 70% for the employment of graduate talent to assist companies when expanding into new markets.
Overview:
- Portwest is a market leader in the design and manufacture of stylish, comfortable, high-quality workwear that meets recognised international standards.
- With customer support staff in over 120 countries, the company used Enterprise Ireland’s GradStart initiative to attract fresh graduate talent with French and Spanish language skills to research new markets and drive business activity.
- The GradStart programme offers salary support of up to 70% for the employment of graduate talent to assist companies when expanding into new markets.
1. What attracted you to get involved in GradStart?
We are very fortunate to have a great Development Advisor (DA), who consistently keeps us informed of programs which may be of benefit to our specific business. As we had already taken part in the similar G4IG program, we felt that GradStart would be another fantastic initiative from Enterprise Ireland to help with the development and international growth of our business. At that time we were also in the process of developing a formal Portwest Graduate Program. The timing was ideal for us as GradStart gave us the additional option of introducing a linguistic element to this program.
2. What did GradStart allow you to do that you wouldn’t have done otherwise?
GradStart allowed us to provide opportunities to newly qualified graduates at our headquarters here in the West of Ireland, and to include a linguistic dimension to our commercial team which up to now was 100% English speaking. We now have two talented graduates with French and Spanish capabilities who are able to help us explore new market opportunities In particularly across South America and Mexico.
3. What challenges and/or opportunities did GradStart help you address?
We had struggled with the exploration of non-English speaking markets. Bringing linguistic graduates onboard allowed us to bring in talent that could research Spanish and French speaking territories, and open opportunities for our sales teams, which contributed to our target of 20% growth. In turn, this allowed us to provide further job opportunities in these regions as we were able to justify the recruitment of sales staff to follow through on the opportunities identified by our graduates.
4. Which areas of the business did the graduate contribute to?
Market research and explorative work in heretofore unexplored territories. This is ongoing and while GradStart partially funds the salaries for such graduates for a two year period, we would envisage the continuation of such due to the success of these roles and how the program helps contribute to Portwest’s growth.
5. Were there any learnings from your participation in GradStart that you have taken forward into your business.
We have learned that only hiring experienced staff with x years’ experience in x industry can be limiting. Hiring graduates with their fresh approach and up to date knowledge of their areas of expertise can truly contribute in a meaningful way to our corporate goals. Furthermore, the satisfaction of being able to bring these graduates straight from college to management roles within such a short space of time is highly rewarding for any employer. We currently have graduates in managerial positions in our sites in Australia, USA and HQ and will look to add Europe and the UK to this as part of our 2020 Graduate program.
6. Would you recommend GradStart to your business peers? If so, why?
This is a fantastic way to introduce a graduate program to your company if you do not already have one. We had previously brought in graduates on an ad hoc basis, but between G4IG and now GradStart, this meant that we were able to formalise a program and become confident in our offering. This is a fantastic opportunity for any graduate looking to kick-start their career and with Enterprise Ireland funding, it is wonderful that businesses can get involved in such a great initiative.
7. Which languages were the graduates skilled in?
French and Spanish.
8. Have you stayed in touch with the graduate?
Yes – our graduates are still with us as they joined us in September 2019 for a two year period. One graduate will remain on site here at Portwest HQ while the other, following an initial training period at Portwest headquarters, has now relocated to our Kentucky office where they will continue to work with our Sales, Commercial and Marketing teams on exploring new markets. We see this as an ongoing project now, and a model which we would hope to continue after our current GradStart program is complete.
Learn more about GradStart and how it can support your business growth.
How Payslip filled a gap in the multinational payroll market
“Enterprise Ireland provided great support through its fintech network. They enabled us to leverage international channels and acquire clients.”
Payslip Founder & CEO Fidelma McGuirk
Overview:
- Founded in 2015, Payslip empowers multinational companies to standardise global payroll processes and manage international data, resources and vendors on a single platform.
- Began its seed funding process and applied for High Potential Start-Up support in February 2018.
- Since then, Payslip has acquired 23 clients across Europe and the US, including LogMeIn, GetYourGuide and Airbus, and the company has plans to increase sales by 400% in 2020.
Overview:
- Founded in 2015, Payslip empowers multinational companies to standardise global payroll processes and manage international data, resources and vendors on a single platform.
- Began its seed funding process and applied for High Potential Start-Up support in February 2018.
- Since then, Payslip has acquired 23 clients across Europe and the US, including LogMeIn, GetYourGuide and Airbus, and the company has plans to increase sales by 400% in 2020.
Case Study: Payslip
As CEO and Director of Operations for an international tax company, Fidelma McGuirk was in charge of company growth and management across 21 countries. At the time, her company was using a variety of payroll service vendors. Frustratingly, she found no existing technology that could automate, integrate, and streamline their global payroll operations. So, she decided to create a platform to deliver this.
Payslip provides automation and integration technology to multi-national employers to standardise their global payroll management. Payslip technology integrates with human capital management and accounting/ERP systems, automating payroll processes and standardising global payroll data and reporting. With Payslip, multinational clients can centrally manage their global payroll operations with visibility, control and governance as they expand operations across borders.
Pre-launch, McGuirk and her team conducted robust market testing. They spoke to over 470 multinational employers, payroll providers, and international payroll associations, including the Global Payroll Management Institute in the US and the Global Payroll Association in the UK. McGuirk’s instincts were correct: there was a strong need for a new global payroll model with a focus on automation and standardisation.
In February 2018, Payslip began its seed funding process and applied for HPSU support. The start-up found solid support in its Enterprise Ireland Development Advisor (DA), who helped to guide Payslip through the application process. Once HPSU status was gained, the goal was to seek a strong investor partnership that would help grow the business and open international channels to multinational companies.
“HPSU offered us established, structured support,” says McGuirk. “As an organisation, they have international market experience—they’ve been through this journey before. They were able to arrange the specific introductions needed in foreign markets.”
Over the past two years, Payslip has acquired 23 clients headquartered across Ireland, Germany, The Netherlands, Denmark, and the US. Clients like Airbus, Teamwork, AMCS Group, Argon Medical Devices, LogMeIn, Phorest and others use the Payslip platform to manage and control global payroll for employees in over 60 countries. Sales increased 500% after the first year and McGuirk says the company has plans to increase by another 400% in 2020.
Educating the marketplace on the need for payroll innovation
Initially, the greatest challenge was helping potential investors and clients to understand how Payslip technology could disrupt and transform the market.
“What we were doing was different than what was done before, Payslip is a technology solution for global payroll, not a service for payroll calculations,” McGuirk says. “We had to educate the market and help people understand that we don’t compete with payroll service providers—we collaborate with them.”
Payslip brought something entirely new to the table: a technology solution to automate and standardise the global payroll process in a way that delivers central governance, while accommodating local country payroll nuances . Previously, the established industry players were traditional global payroll service offerings like ADP, Ceridian, and CloudPay. These service firms focus on delivering in-country payroll calculation and compliance expertise. According to McGuirk, there is no other platform that provides a single, end-to-end global payroll management solution like Payslip.
Payslip began acquiring early-adopter clients and interest was high among high-growth, technology-based companies. McGuirk says the first client was naturally the hardest to land. After that, things took off quickly. Thanks to the growing number of multinational companies who are going digital to achieve central governance, Payslip is now the leader in the new Gartner industry category of digital payroll services.
More markets, more clients
Payslip closed its Series A fundraising in February 2020 and, so far, all its initial investors have followed their investment in Payslip. McGuirk says that being a HPSU company will help it achieve its goal of continued international growth pointing out that Enterprise Ireland has resources in the right foreign markets. Their international teams have a good understanding of what is happening locally, which is crucial for market penetration.
“We intend to extend our reach into more markets and acquire more clients,” McGuirk says. “Our single focus is to continue growing our client base internationally from our headquarters in Westport, Co. Mayo. Enterprise Ireland is very supportive of this objective.”
Part of Payslip’s growth plan includes the expansion of its sales and engineering teams here in Ireland to support those global aspirations. Working together with Enterprise Ireland and the HPSU team, McGuirk is confident that her company can optimise its commercial capabilities to capitalise on growth opportunities and gain market share.
Click here to learn more about becoming a HPSU or contact our Start-Up Enquiries Team to find out more.
From tech enthusiast to industry innovator – How Immersive VR is revolutionising education
“It’s not just the money that HPSU provides. It’s the information, contacts, and the advice they give you.”
David Whelan, Founder, Immersive VR Education
Overview:
- Immersive VR Education was founded in 2014 based on the belief that virtual reality has the power to transform how training and educational content is delivered and consumed globally.
- The business was ushered into the New Frontiers Entrepreneurial Development programme before qualifying for High Potential Start-Up support, which was used for product development, talent acquisition, conference attendance and more.
- Today, Immersive VR Education has a staff of 40 people and sales of its applications and education licenses are growing at an average of 50% each year.
Overview:
- Immersive VR Education was founded in 2014 based on the belief that virtual reality has the power to transform how training and educational content is delivered and consumed globally.
- The business was ushered into the New Frontiers Entrepreneurial Development programme before qualifying for High Potential Start-Up support, which was used for product development, talent acquisition, conference attendance and more.
- Today, Immersive VR Education has a staff of 40 people and sales of its applications and education licenses are growing at an average of 50% each year.
Case Study: Immersive VR
David Whelan is a self-taught web developer and all-round tech enthusiast. When he came across the first model of the Oculus virtual reality headset on the fundraising website Kickstarter, he was intrigued. The recession had hit Ireland and money was tight, but Whelan still spent his last €300 to purchase the cutting-edge product.
Inspired by the new technology, Whelan built one of the very first review websites for virtual reality. He realised that, despite the potential power of this tech to impact learning, most existing VR content consisted of video games and entertainment. It’s true that NASA and several medical research facilities were using virtual reality for training, but access to these experiences was extremely expensive. He had identified a glaring gap in the VR market: educational material for the average consumer. That’s when Whelan decided to start his own virtual reality business: Immersive VR Education.
Whelan was convinced that his idea held merit for educators worldwide, but in order to make it happen, he needed funding. He paid a visit to his local Enterprise Ireland office in Waterford, bringing along the VR headset.
“When pitching my idea, the first thing I had to do was explain VR,” says Whelan. “Then I would let them try it. People were always blown away by the experience. They definitely thought I was crazy, but they could see I was committed. It’s hard to deny the power of VR once you’ve tried it.”
Enterprise Ireland agreed that the start-up had huge global potential. Immersive VR Education was ushered into the New Frontiers Entrepreneurial Development programme with the goal of eventually qualifying for High Potential Start-Up support. Its partnership with Enterprise Ireland generated funding used for product development and enabled Whelan to bring his wife and co-founder, Sandra, on staff. The start-up’s HPSU development advisor, who came from a similar business and technical background, suggested applying for grant funding, so it participated in the HPSU Feasibility Study, which contributed toward costs to attend conferences in relevant industries.
Enterprise Ireland introduced Immersive VR Education to their overseas offices in places like New York, Tokyo, and London. Whelan says these international teams were extremely helpful and happy to advise whether the new VR products would be well received within their respective markets.
Whelan says, “I couldn’t have started a business anywhere but here. Enterprise Ireland vetted us and vouched for us, which gave investors confidence in our business idea. This opened important doors to funding and helped us to no end.”
Shoot for the moon
Most of the early fundraising went toward building Immersive VR Education’s first application: the Apollo 11 virtual reality experience. Whelan describes the 1969 moon landing as “a shining beacon in history.” He and his team of developers worked hard to build a virtual reality experience that would transport viewers directly to the surface of the moon with the Apollo 11 crew. He believed that this type of immersive learning would mean much more to students than simply reading about the event in a textbook.
When the demo for Apollo 11 VR was launched, Facebook used it in conjunction with the release of its new Oculus headset. The partnership gave Immersive VR Education the remaining funds needed to complete the application. When all was said and done, Apollo 11 VR cost about $100,000 to build and went out as a top title on the Oculus Rift VR headset. Since then, the application has generated over $2 million.
Education for everyone
Following the roaring success of Immersive VR Education’s first application, it began to build out its business and hire more staff. Whelan took the education angle to a whole new level, creating a virtual university where educators can teach anyone in the world via its virtual classrooms.
“We want a future where education is accessible to everyone,” says Whelan. “I fully believe there is another young Einstein out there, missing his chance to change the world because he doesn’t have access to quality education. We’re here to change that.”
Immersive VR Education hopes that in the future, we will see virtual universities around the world. Whelan dreams of providing the opportunity for students to attend a physics class at MIT in the morning and literature at Oxford in the afternoon. He also sees potential for exposing home-schooled students to the social benefits of the classroom experience, helping to alleviate isolation for children who are not involved in traditional schooling. The possibilities, he says, are endless.
Exceptional growth with Enterprise Ireland
Today, Immersive VR Education has a staff of 40 people. Sales of its applications and education licenses are growing at an average of 50% each year. The company sells products online globally, with its highest numbers coming from the US, UK, and Korea.
Although Immersive VR Education flew through the official HPSU programme in just under three years, Whelan says that Enterprise Ireland is still very much part of their daily operations. They regularly send advisors to Waterford, provide advice and industry connections, and enable access to further support and grants.
The company’s latest goal is to expand and hire more staff. Recently, it availed of the Enterprise Ireland GradStart programme, which Whelan says is invaluable when it comes to sourcing new recruits. Immersive VR Education expects to see exponential growth over the next three to five years as the company continues its work of revolutionising education around the globe.
Is your business ready to take the next step towards becoming a HPSU? Contact our Start-Up Enquiries Team to find out more.
Click here to learn more about becoming a HPSU or contact our Start-Up Enquiries Team to find out more.
Is your business ready to take the next step to becoming a HPSU? Click here to learn more or contact our Start-Up Enquiries Team
How Manna Drone Delivery is changing the global delivery industry
“Indigenous tech is at a huge disadvantage compared to FDI companies. Enterprise Ireland gives us policy support and the advantage we need in order to scale.”
Bobby Healy, Founder, Manna Drone Delivery
Overview:
- Serial entrepreneur Bobby Healy of CarTrawler fame founded Manna Drone Delivery in 2017 to revolutionise food delivery.
- The High Potential Start-Up team provided invaluable logistical support, training, and market access.
- Healy plans to begin scaling the company globally in the next 18-24 months.
Overview:
- Serial entrepreneur Bobby Healy of CarTrawler fame founded Manna Drone Delivery in 2017 to revolutionise food delivery.
- The High Potential Start-Up team provided invaluable logistical support, training, and market access.
- Healy plans to begin scaling the company globally in the next 18-24 months.
Case Study: Manna Drone Delivery
Bobby Healy is an experienced entrepreneur, but his latest idea is probably his most revolutionary yet. For the last three years, he’s been building Manna Drone Delivery, a service with which he plans to revolutionise the world of online food delivery. Healy says he noticed that major food platforms don’t deliver to suburban Ireland. The reason? It is nearly impossible to drive or deliver food profitably. The practice is cost-prohibitive but still needed in many areas. He saw an opportunity to use new technology as a solution to the problem: drones. Healy founded Manna and began hiring experts who could turn his idea into reality.
A computer programmer by trade, Healy began his career writing video games for Nintendo. Since then, he has founded and led two successful businesses, including CarTrawler, the world’s largest mobility marketplace for airlines. Healy’s programming expertise was also the foundation for his drone delivery idea. Over the last two years, the Manna team has built and tested custom software, hardware, and batteries. They are also working with aviation regulators in multiple markets about airspace law. The end goal is to “make a 3-minute, low-cost food delivery service as pervasive as running water in Europe and the USA.”
“Anywhere there’s an economy where food delivery is growing, we should be there. By 2021, we’ll begin to scale and then enter markets everywhere.” says Healy.
The entrepreneur’s last two businesses were supported by Enterprise Ireland, so it was only natural that Healy went to them with his newest idea. He says that onboarding with the High Potential Start-Up (HPSU) team was a straightforward process.
“The HPSU team were always available to meet and help us understand what they needed for us to qualify. It’s not a rigid organisation. They do everything they can to take care of formalities in the background as you get going on the work,” Healy says.
HPSU making headway on foreign soil
Currently, there are 23 people working for Manna. Healy says that with Enterprise Ireland’s guidance, he plans to begin commercially scaling the company in the next 18 to 24 months. He predicts HPSU will be invaluable when it comes to logistical support, training, and market access. He plans to lean on HPSU as he pushes Manna’s service into the global marketplace.
One of the biggest challenges to launching international drone operations is airspace regulation. Flight rules vary from country to country and Healy’s team will need to negotiate with lawmakers in each region where they hope to fly. The partnership with Enterprise Ireland will be crucial for gaining permission to operate in foreign airspace. The key to success is access to the people who control those regulations.
“Enterprise Ireland is there to help with introductions to regulators in foreign countries,” Healy says. “They offer an industrial international presence.”
Healy admits that his company is facing some inordinately large challenges, saying it is probably the most complex business you could build. Manna must find solutions for custom cloud services, market integration, new hardware, regulations, certification, and licensing. On top of everything else, there is the matter of finance. Healy says the first hurdle in fundraising was educating and convincing investors that his idea was viable. The scale and audacity of the plan can be hard to fathom for some.
Healy says, “Most businesses are predictable and believable. Ours is beyond cutting edge. We’re doing something totally new, but we’ve overcome disbelief and begun to successfully raise significant levels of capital.”
The international business community has shown faith in the fledgling company’s new ideas. In addition to regulatory access across borders, Enterprise Ireland has been working to assist Manna throughout the fundraising process.
“The team in San Francisco have been instrumental in opening doors for us as we raise funds,” says Healy. “They give us respectability and prominence in the industry.”
Sights set on more than just food
Manna is launching as a food delivery service, but Healy says the start-up won’t stop there. He decided to hone in on the food industry because the volume of potential deliveries is so high. Healy says this will allow the new business to be capital efficient. Once the infrastructure is in place, however, it plans to also roll out services for pharmacies, hardware stores, butcher shops, bookstores, and anything else that fuels a local economy.
In order to reach these goals, Healy says talent acquisition will be important. As drone technology continues to develop, Manna will need more high-quality technicians, designers, and programmers on board to keep up. He predicts that the company’s ongoing relationship with HPSU and Enterprise Ireland will once again be valuable as it scales.
“A small start-up company needs an endorsement that says, ‘These guys are a team to work with’. We’re competing with the big guys for talent, so HPSU helps address that imbalance.” says Healy.
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The main ways client companies can utilise the Enterprise Ireland Market Research Centre
If you are interested in entering a new market or diversifying into a new sector, Enterprise Ireland’s Market Research Centre can help. Read how you can best use this Enterprise Ireland support.
Conducting market research can help to reduce business risks and assist your company to map out its journey to growing exports. To support client companies, Enterprise Ireland has invested in access to premium business intelligence databases in Market Research Centres in Dublin and eight regional hubs.
But how can you best access the Market Research Centre? Follow these five steps to make the most of your time there.
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All of this information and research is provided by respected publishers and can only be accessed by clients within the Market Research Centre. The Centre’s information specialists work with a range of providers to ensure your company has access to the most up-to-date knowledge available. Once your research objectives are clear, then you are ready to take the next step.
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Get a sense of the databases you would most like to access at the Market Research Centre online before you make an appointment. You can even search for specific report titles here. By preparing in advance, and checking in with the Market Research Centre before your visit, you can ensure that relevant material is available when you need it and that your time is spent efficiently.
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Book an appointment
Contact the Market Research Centre to discuss your research request and to arrange a visit to the main centre in Dublin or to any of the eight regional office hubs. Currently there are facilities in the following Enterprise Ireland regional offices: Athlone, Cork, Dundalk, Galway, Shannon, Sligo, Tralee and Waterford.
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Get guidance from information specialists
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Conducting the right market research is vital for businesses to maintain their competitive edge and enjoy successful export growth. With Brexit a reminder of the importance of diversifying and discovering exciting new export opportunities, get the right support from Enterprise Ireland’s Market Research Centre.
