Key questions to ask at your US Market Advisor meeting

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

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

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

Set up a call with our team in the US today 

For more be sure to check out our Going Global Guide 

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

FAITH: Improving mental health care for cancer survivors

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H2020 FAITH team image and case study heading

“FAITH is potentially life-changing research. To achieve the ambitious goals of the project we needed to leverage our networks in Europe and build a consortium of experts.”


Philip O’ Brien, Technical Co-ordinator, FAITH Horizon 2020 project

Key Takeouts:

  • Walton, part of the Waterford Institute of Technology, is leading a project that aims to develop a model for mental health monitoring of cancer patients, to improve their quality of life.
  • The FAITH project has received €4.8m in funding from the European Union’s Horizon 2020 research and innovation programme.
  • As well as co-ordinating FAITH, Walton is driving the development of artificial intelligence (AI) models and the deployment of a federated learning framework.

H2020 Case Study: FAITH

    Cancer remains the second leading cause of death globally and as many as one in five people living with cancer experiences depression and mood change post diagnosis. It’s a stark statistic and one that led researchers at Walton Institute, an ICT research and development centre within the Waterford Institute of Technology, to begin looking at the area of mental health in cancer patients to see if they could use their expertise to help. 

    “We believe the potential for ICT applications in health is massive. We had an initial idea about looking at markers of depression and when the Horizon 2020 call came out, which was specifically targeting improving the quality of life for cancer survivors, it was an opportunity to take the idea to the next level,” says Philip O’ Brien, technical co-ordinator of FAITH.

    The goal of FAITH (a Federated Artificial Intelligence solution for moniToring mental Health status after cancer treatment) is to provide an ‘AI Angel’ app that remotely analyses depression markers, such as changes in activity, outlook, sleep and appetite. When a negative trend is detected, an alert can be sent to the patient’s healthcare providers or other caregivers who can then offer support.

    The project uses the latest, secure AI and machine learning techniques within the interactive app located on patients’ phones. Key to the project is federated machine learning, which enables the patient’s personal data to stay within the AI model on each phone, guaranteeing privacy.

    “As the model collects data on a person’s phone it retrains itself to improve and personalize it for each individual.” explains O’Brien

    “As the model collects data on a person’s phone it retrains itself to improve and personalize it for each individual. But we also want to learn from all that data to gain insights that are beneficial to the broader population, so when a model updates, that update, rather than the person’s data is sent back to the cloud. All the updates are processed and a new, improved model is sent back out to everyone and that cycle repeats,”

     

    Another important aspect of the project is a focus on explainable AI, which is about ensuring that healthcare professionals can understand why the machine has reached a particular decision about the person’s mental health.

    “Explainable AI is extremely important for building trust. As AI impacts more and more on our lives the implications of this are huge,” says O’Brien.

     

    Why Horizon 2020?

    “It was clear from the start that to achieve the ambitious goals of the FAITH project we would need to leverage our networks in Europe and build a consortium of clinicians and technical experts. By breaking the project concept into a number of key objectives we then built our consortium based on specific expertise to achieve each objective,” says O’Brien.

    FAITH brings together partners from Ireland, Portugal, Spain, Italy and Cyprus into a strong multi-disciplinary team. Trial sites in eminent cancer hospitals in Madrid, Waterford and Lisbon, involving both clinicians and patients, are assessing the concept and feedback is being used to refine the model.

    As with most Horizon projects there are multiple dependencies across the various work packages and co-ordinating the whole presents some challenges. At the helm of FAITH is Gary McManus, Research Project Manager at Walton.

    “Different countries and organisations have different regulations and ways of operating so that’s one challenge. Also, from experience from previous projects, I knew it was important to remember that each partner, although working towards the global aim of the project, will have their own interests. Being cognisant of these sub-goals from the outset and, where possible, facilitating these in the overall planning process is essential,” says McManus.’

    “Different countries and organisations have different regulations and ways of operating so that’s one challenge. Also, from experience from previous projects, I knew it was important to remember that each partner, although working towards the global aim of the project, will have their own interests. Being cognisant of these sub-goals from the outset and, where possible, facilitating these in the overall planning process is essential,” says McManus.

    “But by having strong leaders for each work package, who are experts in their domain, we can be sure that delivery of each element will build towards the final offering.”

     

    Knowledge gain

    Having taken part in multiple Horizon 2020 projects, O’Brien believes that one of the great benefits is the extensive knowledge gain within a short period.

    “Being involved in a Horizon project is the opportunity to upskill rapidly and build on your underlying expertise. Through your links with other organisations across Europe you get an insight into different ways of working and you cross paths with people from many disciplines. For example, through FAITH we’ve been talking to a range of healthcare professionals and leveraging their experience.

    “The EU spends a lot of time and money with experts pinpointing the areas where we need to see technology improving to tackle specific challenges in the next five to ten years. By being involved in these projects you’re building on all of that knowledge rather than working in isolation. Then learning from the people you are working with across Europe pushes you up a level again.”

    Moreover, the end of a Horizon project is usually the beginning of something else.

    “One of our work packages is looking at what happens post project and how we take it to the next stage. We know bigger healthcare trials will be needed, for example. But from Walton’s point of view we’ve broken some new ground on explainable AI which has a lot of applications outside this project, so that’s an area we’d like to take forward. You need to be clear about how you build on the project, either in a well-defined follow-up project or by commercial exploitation of the output.”

     

    For further information about applying for support from Horizon Europe, the successor programme to Horizon 2020, please contact HorizonSupport@enterprise-ireland.com or consult www.horizoneurope.ie.

     

    AgROBOfood – stimulating the uptake of robotics in the agri-food sector

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    “The Horizon 2020 & Horizon Europe funding streams give participants exposure to a large European network of relevant research organisations, business advisory services, investors and companies.”

     

    Christine O’Meara, Walton Institute, AgROBOfood, Horizon 2020 project

    Key Takeouts:

    • Walton Institute, formerly TSSG, part of the Waterford Institute of Technology, is involved in a major project to encourage and facilitate the uptake of robotics in the agri-food sector.
    • The AgROBOfood project is being funded by the European Union’s Horizon 2020 research and innovation programme.
    • Acting as a Digital Innovation Hub, The Walton Institute, is a one-stop-shop, supporting those in the Agri-food sector in locating and accessing robotics services or expertise and is mapping out the robotics ecosystem in Ireland.

    Case Study: AgROBOfood

    By 2050, our planet will be home to almost 10 billion people and the pressure on food production will be immense. There is now an urgent need to find and develop smart ways to farm and process food, and this underlies the European Union’s huge investment in agri-food-related innovation projects.

    AgROBOfood is one such project. Focused on helping the Agri-food sector become more efficient through the use of robotics, the four-year, €16.3m Horizon 2020 project involves 39 partners and is led by Wageningen University & Research in The Netherlands.

    The project team is broken into seven territorial clusters enabling more agile and effective group sizes. Ireland, represented by The Walton Institute (formerly TSSG) – an internationally recognised centre of excellence for ICT research and innovation and part of the Waterford Institute of Technology – is in the North West cluster. This cluster comprises the Netherlands, Belgium, Luxemburg, United Kingdom and Ireland.

    AgROBOfood has three aims: to build a network of digital innovation hubs and competency centres; to load this network with a catalogue of services; and to showcase what robotics can do for the sector.

    “Walton Institute is the Digital Innovation Hub for Ireland. We can signpost stakeholders to competency or research centres or other hubs in Ireland or across Europe that can provide the services or expertise they need. And as an R&D centre itself, Walton can also provide services directly,” explains Christine O’Meara, Walton Institute project lead.

    “There’s definitely an appetite for digitization and automation, and Ireland has strong national players in, for example, the dairy sector where smart technologies are well advanced.” says O’Meara

    “There are a lot of exciting start-ups in Ireland working in robotics in diverse areas from pasture management to sustainable poultry production. Across Europe, great progress has been made across agri-food with areas like robotic weeding and harvesting set to advance quickly.”

    A key driver in the growth of the robotics ecosystem will be the results of three funding open calls. Two of these (Open Calls for Innovation Experiments) will involve a technology provider and a technology user coming together to advance and demonstrate their solution. The third open call will be targeted at a range of specific industrial challenges, for example, asking if robots can improve working conditions in the food industry.

    “From a TSSG perspective, the opportunity to reach out to, and build relationships with, start-ups and SMEs in the agri-food space through these open calls is really important,” says O’Meara.

     

    The Horizon advantage

    One of the advantages of the Horizon 2020 approach, says O’Meara, is that it presents a means of looking at broader impacts, beyond the local and across disciplines.

    “The Horizon 2020 funding stream gives participants exposure to a large European network of relevant research organisations, business advisory services, investors, technology companies, agri-food start-ups and large enterprises,” says O’Meara.

    “Although in this project each cluster is working somewhat independently, we’re collaborating through a shared technology platform to ensure best practices are replicated and everyone has full visibility of progress and developments.”

    O’Meara is involved in several Horizon 2020-funded projects, including Demeter and NIVA, and is keen to encourage others to explore the opportunities such projects present.

    “As well as giving access to a breadth of expertise, Horizon projects provide a way of broadening your network and extending your skills,” confirms O’Meara

     

    Don’t be daunted

    For some, however, the Horizon process remains an intimidating prospect.

    “Don’t be daunted by the proposal process. It’s quite structured and it’s clear what the EU wants to see. But you need to give yourself plenty of time. As soon as a call comes out you need to start thinking about what topics you’re interested in, what partners you’ll need and get the right team on board. Remember that there’s a lot of support available,” O’Meara advises.

    Most research institutes have in-house support for Horizon 2020 applicants but another excellent source of support is Enterprise Ireland’s National Contact Points These provide information and guidance on all aspects of Horizon 2020 from signposting to webinars about areas of interest, to helping identify partners and reviewing proposals.

    “Begin by identifying what supports are available to you and speak to someone who’s been involved in the process before. If you or your organization need help in writing the proposal, Enterprise Ireland can also provide consultancy support,” adds O’Meara.

    “If you’re successful in getting Horizon 2020 funding, you will have a  very well defined plan of action set out in your implementation description and detailed work packages and you’ll have specific deliverables. So you’ll know exactly what to do from day one.”

    For advice or further information about applying for Horizon 2020 support please contact HorizonSupport@enterprise-ireland.com or consult www.horizoneurope.ie

    H2020 success stories banner link

     

    Irish companies banking United States

    How to manage US banking, employees and legal fees

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    Two challenges that Irish companies sometimes experience when preparing to export to the United States for the first time involve banking and employment. The following pointers will help you to prepare.

    Download the full Going Global USA: Learn your Legals guide now.

    All US banks require an Employer Identification Number (EIN) confirmation letter, also known as Form SS4, before opening a business account in your company’s name.

     

    How to apply for an Employer Identification Number

    You can apply for an EIN online on the Internal Revenue Services website, if you already have a US social security number (SSN), or an individual taxpayer identification number (ITIN).

    If you don’t have an SSN, you can apply for an EIN from the IRS by fax or have a lawyer act as a ‘third-party designee’ to prepare and process an EIN application on your behalf.

     

    If you have an EIN

    Some banks will accept a copy of a fax from the IRS assigning your business entity with an EIN. Others will need to see the EIN verification letter sent by the IRS, which can take weeks to arrive.

    Most banks will also require a copy of the company’s formation documents – US business address and annual statement of officers and directors.

    To comply with mandatory anti-money laundering legislation, US banks need to verify the identity of those opening business accounts under Know Your Customer (KYC) rules. There are several ways the requirement can be met:

    • Get a visitor visa to travel to the US and personally open an account at your bank of choice
    • Use third-party services to help you set up an account
    • Some banks will set up an account without the relevant corporate officer being in the United States. If acting on a referral from a legal representative, the process can be completed via email.

     

    Employment considerations

    Irish companies should carefully plan their approach to hiring personnel in the US as there are a number of potential pitfalls to be aware of. For example, if you hire someone as a consultant or independent contractor, it could later be determined that they are actually an employee under US law. Improper classification risks exposing a company to penalties and liabilities, including the withholding of taxes, benefits, and the possibility of being sued by the employee.

    Laws governing US employment and benefits are complicated, which makes it vital for potential exporters to seek the advice of legal professionals.

    As US benefits packages vary widely and differ significantly from those in Ireland, companies should seek advice on what employees in specific roles are likely to expect when considering a job offer.

     

    Legal costs

    For small companies using a lawyer or legal service provider for help with company formation and setting up, fixed fee packages in the range US$3,000 to US$5,000 are available. Packages usually include general counsel, registration fees, and the creation of incorporation, confidentiality agreements and stock issuance.

    In general, you can expect to pay additional fees for operating and shareholder agreements, as they can be highly complex. While legal assistance with IP transfers can also be costly due to complexity, many Irish companies keep IP rights within the Irish parent, with the US entity established as a servicing company.

     

    Access more insights on doing business in the US.

    Enterprise Ireland’s top tips for entering the Dutch market

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

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

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

    For more be sure to check out our Going Global Guide 

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

    Electric vehicle

    China’s fast-growing electric vehicle market is one to watch

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    The carmaker of the future wants to partner with suppliers who can provide technology solutions for automated, connected, electric and shared cars.

    How to forge those partnerships was the recurring theme at Connected Autonomous Vehicles (CAV) and Mobility, an event organised by Enterprise Ireland and facilitated by Carol Gibbons, the agency’s director of ICT Commercialisation.

    High level panellists included Amer Akhtar, Founder of Foothill Ventures and advisor to Chinese electric vehicle maker NIO; Rahul Vijay, Head of Technology Deal Making at Uber; Anand Ramesh, Vice President of Cluster Computing at Renovo Auto, and Hariveer Dhingra, who heads up Global Digital Transformation, Corporate Venture Capital and New Ventures at Shell.

    Participating in China’s fast-growing electric vehicle (EV) market makes sense but takes preparation, delegates heard.

    Not alone does the country have the world’s largest EV market but huge government incentives are in place to ensure it stays at the forefront of innovation, and increasingly AI. “There’s a heavy component of government support in China, heavier than in any other country, and when China wants to do something, they make it happen,” said Akhtar.

     

    Chinese OEMs are looking for technology partners

    Increasingly, Chinese original equipment manufacturers (OEMs) are seeking out technology partners, to get things done, he said. This is transforming traditional supply chain models built around Tier 1 suppliers and in-house R&D.

    “The market now is very different because much of the car platform is really software, so right now 40% of the automotive R&D value is provided by partners, and that is moving in the next six or seven years to 55%,” he said.

    Traditional OEMs don’t have the level of in-house resources or expertise to develop some of the mobility solutions companies such as Uber or Waymo has. That presents an enormous opportunity for partnerships with start-ups, and even large companies in tangential industries, he said.

    Though people define Uber as a technology company, it defines itself as “a technology company that is into all kinds of businesses, doesn’t matter if it is food or health supply or freight or people, we like to move it,” said Rahul Vijay. “We need expertise in all these different vertical industries.”

     

    Partners must be global and local

    More than that, it wants partners who can be both “global and local”. That is, if Uber is launching an electric bike, it doesn’t want to put multiple modems on each bike, but one that will work with any carrier in the world, he said.

    “It means that hardware vendor has to work with multiple different carriers to certify their hardware, but it has to be local too, because at the end of the day, some of these market specifications are very local.”

    It isn’t just established players in China that present an opportunity for Irish suppliers. “A lot of Chinese start-ups are looking for partners that can help them expand internationally, to help them get out of the Chinese ecosystem,” said Shell’s Dhingra.

    OEMs are looking to invent, partner with and buy in technology, and are doing all three at speed, delegates heard.

    “Nio was founded in 2014 and has already launched and delivered two models, which is unheard of if you are a traditional automotive company. You can’t do that by inventing everything,” said Akhtar, who recommended that Irish suppliers move quickly to capture the opportunity.

    “Get to market fast. Right now it’s a land grab in the EV space. There are about 200 start-ups that have filed licences for EVs in China alone, and many more around the world.”

     

    Electric vehicle companies focus on UX

    In the case of NIO, these companies are mostly focused on user experience and not so much on what a traditional OEM delivers – that is, getting people from Point A to Point B.

    Focusing on UX means the car itself can be treated as a commodity.

    “You can partner, you can buy, or you can build the user experience. It depends on the mission of the company. Ideally, you would do all three but you have a short runway and a limited amount of capital, so you have to put that to the best use,” he said.

    The future is all about connectivity and autonomy, with the end result of saving lives on roads, but getting there presents different challenges, said Uber’s Vijay. “We can’t do it all by ourselves, so we need help to put these technologies on the road.”

    That includes everything from mapping to leasing to trade finance partnerships, as well as connectivity solutions, such as the tablets it gives restaurants in Uber Eats, or the use of bikes to solve last mile delivery problems.

    “We are looking at all modalities of transportation, and a partnership ecosystem that goes all the way from component level to hardware, software and beyond, making transportation as seamless as possible.”

    EV makers such as NIO are driven by a World Economic Forum prediction that the digital transformation of the automotive industry will yield US $60 or $70 billion in value for the automotive industry, “but that’s dwarfed by the US $3 trillion societal benefit,” said Akhtar. “As companies think about innovation, it’s about how to get a piece of that multi-trillion market.”

     

    Challenges and opportunities in China

    Akhtar cautioned Irish suppliers looking to grow their car components market, not to make the mistake of ignoring China.

    “In terms of scale it’s just massive, bigger than the US and Europe combined, so it’s a no brainer. Having said that, entry into China is not a no brainer. It’s a very challenging market to go into.”

    Those trying should realise that very many Chinese OEMs have set up R&D shops in California, as have a lot of the new energy start-ups in this space, making it a good first port of call to build networks.

    China is all about relationships, delegates heard. The right technology without the right contacts won’t work, said Akhtar.

    “One approach I see and recommend, especially for start-ups looking to get on the radar of Chinese companies and OEMs, or even big Tier 1s, is to become a Chinese company. China is not one of those markets you dip your toe in the water for. You are either all in or stay out. The Chinese market, whether enterprise, automotive or consumer, does not take kindly to a company operating across the ocean that wants to sell into China. It’s almost a sign of disrespect, that you don’t understand the Chinese market,” he said.

    “Equally, if you’ve already got funding in the US or Europe, as part of the deal, it makes it easier to sell into China if you also get Chinese funding, whether from a small corporate investment, or Chinese VC, or a Chinese government agency. When you’ve got that Chinese stamp of approval, it’s much easier to do business. It means you are now a recognised entity, and investors think you must be good. Go in blind and it’s hard for people to trust you.”

    Learn more on doing business in the Chinese market with our Going Global Guide to Asia.

    ProDig agri machinery

    ProDig invests in the future as it continues to do the heavy lifting

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    As the use of digital technology to improve farming efficiency increases, it can sometimes be forgotten that advances in more traditional areas of agriculture remain as important as ever.

    Machinery is the original agritech. Innovations that reduce the physical workload for farmers are as old as agriculture itself and are vital to the sector’s profitability in every market.

    ProDig Attachments prides itself on doing the heavy lifting. From its base in County Carlow, the company introduced its expertise in manufacturing machine attachments for the construction sector into agriculture 10 years ago and quickly built a reputation for the quality and versatility of its machinery.

    Donny Nolan, co-founder and director of ProDig, explains: “ProDig has a strong focus on multi-purpose machinery. We produce attachments that will do the job of three traditional attachments, so the farmer only has to buy one. These attachments also make the feeding process easier, faster and more economical.”

    ProDig’s product range includes shear grabs, shear buckets, bale handling attachments, folding grass forks, hi-tip buckets, and bag fillers – all of which are designed and manufactured at the company’s purpose-built factory.

    ProDig agri attachment

    Donny says: “Our products are pitched generally at the top end of the market. We don’t make cheap equipment. We manufacture on a quality basis and on the basis of a long lifespan for an implement, so we look at the mid to top range of the market. There are a lot of manufacturers in Eastern Europe, China and cheaper economies that we don’t really try to compete with. We look to create implements of top-end quality, innovative products.

    “We distribute through importerships. We try to have one single point of importership in a region, whether that be a state in the USA or an entire country. For example, in Germany, we have one importer for the whole country and they in turn the distribute to the dealer network.

     

    Strong export strategy

    “We’ve got nine or 10 export markets and we also have some markets that we export to on a one-off sale. For some of our unique attachments, the likes of bag-filling units, we export to markets where we have one-off sales going direct to end-user customers. This would be to countries including India, Thailand and South Africa.”

    It is a model that has served ProDig well. Consistently growing sales of its broad range of products in various export markets is testament to the quality and effectiveness of the machinery ProDig makes. Indeed, the company has big plans for further growth, spearheaded by a major investment to expand its manufacturing facilities at its Bagenalstown base in County Carlow.

    Donny says: “We started an expansion plan in mid-2018 and that’s really kicking into place now. We’re expanding our existing production areas. We’re installing new capital items – new fabrication bays, new welding bays, some new machinery, some new robotic systems.

    “It is quite a substantial investment. Over a three-year period, we’re looking at an investment of €1.5 million in the business.”

    As with the machinery it makes, ProDig has put considerable energy into planning and preparing its expansion plans and the company is confident that the demand for their machinery is there.

    Donny explains: “All our existing markets are expanding all the time, as we are. Our German market is expanding, our New Zealand market is expanding. We have several markets that we’re looking to move into over 2019-2020. We’re currently looking at increasing our presence in the USA, and we’re planning to do feasibility studies on the French and Australian markets.

    “This investment will give us an increased manufacturing capacity of 40% and this will help us reach these markets.”

     

    Focus on R&D drives innovation at ProDig

    For ProDig’s customers, the investment and increased capacity also means enhanced innovation to improve and create new machine attachments.

    “As part of our three-year investment, starting from the middle of this year, we’re running a new R&D programme to look at several new products,” Donny says.

    The focus of the R&D programme will be the same for ProDig as it has been for the past 10 years: to help farmers do the basics better.

    Donny explains: “To innovate within those basic tools and come up with new ideas and faster solutions for the basics – the attachments, bailers and other tools – is vital. If you make the basics better, you make the overall better.”

    Doing the basics better is very much in the company DNA at ProDig, while the company’s continuing growth and expansion plans demonstrate the importance of innovating and constantly-improving machinery for farming.

     

    Learn more about Enterprise Ireland’s innovation supports. enabling companies to develop new market opportunities and maximise their business performance. 

    Salaso CEO Aoife ni Mhuiri

    Salaso: Using market research to hone your growth strategy

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    Salaso CEO Aoife ni Mhuiri

    Market research is important at every stage of building a business, not just when you’re exploring new markets and verticals. For Aoife Ní Mhuirí and Salaso, market research was vital when their precision exercise digital platform was inundated with requests from new customers over the last 12 months – and this is where Enterprise Ireland’s Market Research Centre proved so useful.

    “The last year has been an absolute gamechanger in terms of digital health, we experienced a large increase in inbound customer queries because we had the digital platform to deliver to patients under COVID restrictions.” explains Salaso CEO Aoife Ní Mhuirí

    “As a small company, we had to focus on the right opportunities and we found the Market Research Centre particularly useful in understanding these customers. More strategically it is has helped us hone our market expansion strategy in the US.”

     

    The growth of digital health

    In business for 10 years, Salaso is a well-established digital platform designed for health professionals to make precision exercise prescriptions easily accessible for patients. The idea was born out of Aoife’s experience as a working chartered physiotherapist and her interest in e-learning and digital technology.

    “I did the Endeavour Programme back in 2011 at the Institute of Technology in Tralee (now Munster Technological University), and that was essentially the start of Salaso. The company’s aim was to use technology and multimedia to make exercise a core part of healthcare and this led to the development of the Salaso platform . Physiotherapists, occupational therapists, primary care therapists, nurses, physicians and so on can use the infrastructure to engage their patients in exercise and physical activity programmes in order to  improve outcomes both for the patient and the clinic, hospital or practice.”

    The platform can be used in countless scenarios, as Aoife explains. “It’s really for every patient; one of our clients in the US said that our infrastructure will benefit every person coming through their doors – and that’s true. No matter who you are or what you do, there’s always an exercise programme that can benefit your health and wellbeing – whether you have breast cancer, you’re recovering from a stroke, you have a pain in your back, you want to play sport and need to recover from a hamstring strain, there’s always an exercise programme for you.”

    “We like to think of ourselves as pioneers in precision exercise, delivering the smart infrastructure that allows practitioners select and guide the patient in choosing the right exercise, at the right time and in the amount of time the patient has to engage in exercise.”

     

    US growth ambitions

    Headquartered in Kerry with offices in the UK and the US, Salaso is going from strength to strength. “There are huge opportunities for our platform in the US due to the direction that healthcare is taking over there – it’s very much about keeping people out of hospitals and surgeries, and that’s what our platform feeds into. We have an office on the East Coast and also in Nevada, working to target the value-based care market on the West Coast.”

    That opportunity has grown even more due to the Covid-19 pandemic, as Aoife explains. “The pandemic changed the delivery and the consumption of healthcare forever, which is a good thing for many people, as there’s easier access to the care that they need – because the technology is  available and the infrastructure is there in the hospitals. The behaviour has changed too, now that digital healthcare is accessible. Think of someone who’s had a stroke or suffers from Parkinson’s disease who needs to access care or follow-up physiotherapy – before they would have been reliant on someone driving them there, maybe a son or daughter who has to take time off work, now they can access the care they need from the comfort of their own home.”

    This, coupled with the fact that patients are becoming more educated about the many different forms of healthcare, has resulted in Salaso becoming a much sought-after platform.

    “More patients are also now more involved and informed about their options; if there’s an exercise programme that might help postpone a surgery or improve recovery, then they want to know about it.”

    “All of the evidence shows that if you engage with prehabilitation before surgery, the outcomes post-surgery are better. Even if you look at an area like cancer, exercise not only improves quality of life but it can also have a positive effect on survivorship.”

    As Salaso grew, so did its need for market research; as Enterprise Ireland clients, the company was able to avail of the Market Research Centre to help them recognise opportunities and understand new markets. “We used the Market Research Centre for accessing a lot of the reports for the overseas markets, the US in particular,” Aoife explains.

    “The centre was very useful for segmenting the industry, as well as identifying the possible leads that we could go after. It also helped us in understanding the market in the US, how reimbursement worked, and what has changed in the last 12 months. ” says Aoife

    “The centre was very useful for segmenting the industry, as well as identifying the possible leads that we could go after. It also helped us in understanding the market in the US, how reimbursement worked, and what has changed in the last 12 months. For instance, a year ago, tele-health wasn’t reimbursed, but during the pandemic, reimbursement for tele health was brought in temporarily, and now it appears to be here for the long-haul. Getting information on topics like this is so useful when navigating a complicated market like the US healthcare market.”

    The pandemic has accelerated Salaso’s growth as a company but expanding too fast can have its pitfalls too – and again, the data provided by the Market Research Centre can be invaluable. “There’s great opportunity for us to expand right now but we’re still an SME with limited resources, so knowing the best use of those resources is critical for the future of the company. And that’s where market research really comes in for a company like us.”

    Learn how Enterprise Ireland’s Market Research Centre can support your company’s export ambitions.

    Meet the Irish companies adding value to North American health systems

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    Enterprise Ireland’s North America Healthcare Forum offered a wealth of advice for companies with plans to sell into the continent’s top health systems.

    Innovative healthcare solutions providers shared insights at the initiative, which brought together leadership from the US and Canada’s healthcare sectors.

    These included RelateCare, a healthcare communications consultancy and outsourcing organisation that began nine years ago as joint venture between the Cleveland Clinic and call centre specialist Rigney Dolphin. Today RelateCare works with a number of US hospital groups to ensure people get into hospital efficiently.

     

    Resources needed to conquer North American health systems

    For chairman and founder Frank Dolphin, the key to entering the US market is to ensure you have enough resources. “If you want to build a business, it’s going to take time, a lot of commitment, and a lot of investment,” he said. “It’s long haul, not short. You have to put down roots there.”

    Don’t be put off by the perceived level of differences between North America and other markets, advised Mark McCloskey, president and founder of healthcare company Oneview, which sells its patient engagement and clinical engagement software globally. “Health systems around the world are similar. There are different nuances but the main role is to get patients in, make sure you treat them well and don’t readmit them,” he said.

    Oneview specialises in products such as ‘room ready’ applications that speed up turnaround times when hospital rooms are vacated, as well as mobile apps for procedures such as patient discharge or appointment scheduling.

    Aerogen, a medtech company that delivers liquid drugs into aerosols, followed the same market entry strategy in Canada as it does everywhere. “We make sure we fully understand the opportunities, what the customer needs and how the hospitals are reimbursed or paid. Then we choose our distributors very carefully, agree targets and a business plan, and work hand in hand with them. For us that has been a recipe that has worked really well,” said Eileen Duffy, the company’s senior vice president of global sales and marketing.  “We only enter a market where we have full regulatory approval across all of the segments.”

    Her advice is to “make sure you put investment on the ground. Don’t launch until you are ready and can afford to launch, and stay very close to both your customers and distributors.”

     

    Get to grips with reimbursement models

    Getting to grips with payment and or reimbursement models is vital, agreed Aoife Ni Mhuiri, founder of Salaso, a provider of digital solutions for online care management of patients.

    “Understand, too, where the hospitals are in relation to value based care versus fee per service journey,” she said.

    With the move towards value payments, or a bundled payment type model, you can successfully sell once you demonstrate that your technology can increase the capacity, or efficiency, of the service that is being delivered by your customer’s clinic.

    Genesis Automation is a Cork company headquartered in St Petersburg, Florida, whose enterprise traceability and analytics platform empowers hospitals and suppliers to improve patient safety and optimise their inventory.

    It is quickly growing its staff numbers in the US. Finding talent is an important challenge to get right, particularly as hiring the wrong sales people can be expensive both in terms of real cost and opportunity cost.

    “We’ve made mistakes on that front, and as a result have got a lot more scientific in our approach to hiring people,” he said.

    Candidates at the company are now interviewed by three people, with a HR person providing a final check.

     

    Differences between states

    Don’t underestimate the differences between states, said Frank Dolphin, particularly as they relate to state taxes and regulations. “It’s like operating in the EU. Just as the next country has a different set of rules, so too does the next State in the US. When you come here, you can make the mistake of thinking it’s like the difference between counties at home, it’s not.”

    US candidates are particularly good at writing impressive CVs, or resumes. Learning how to read and interpret them is a skill, which adds to the hire cycle, said Dolphin,

    Oneview takes a particularly innovative approach. “We get our customers to interview some of our hires,” he said. “They’ll give you very honest feedback and will tell you if the resume isn’t what the person is saying.

    Aim to enter a health system and grow within it, said Aoife Ni Mhuiri of Salaso. “We were very fortunate to be one of the companies involved with Northwell Health through their partnership with Enterprise Ireland. Northwell is now also one of our investor companies. One of the reasons we wanted to work with them is because they span every single sector of health care. We started in one area, neurology, and are slowly spreading through their system.”

     

    Building partnerships

    Such partnerships are invaluable. “Our original relationship with Cleveland Clinic was marvellous, which was facilitated by Enterprise Ireland,” said Frank Dolphin. “Partnering with an organisation like the Cleveland Clinic means others will give you a second look.”

    Learn to navigate within the hospitals and the health systems, identifying the decision makers “and helping them to navigate their way through the system too, so they can sell it for you across the service. It’s not as simple as getting the right person and Bingo, you’re in. You might get part of the contract, but then you’ve got to grow within the system,” said Frank Dolphin.

    Before embarking on any pilot, agree the key performance indicators that will move you into implementation in advance, warned Mark McCloskey.

    “Be wary, make sure you get a firm commitment.” Get a champion too.  “We’ve been to final stage meetings in hospitals that have had 20 people around the table, every one with a different opinion. Make sure you have a champion from the C Suite with a very strong voice at the table.”

     

    Before you take your business stateside visit Enterprise Ireland’s dedicated US Market page.

    US visas

    US visas: Organising troops on the ground for your business

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    The skills and experience of senior personnel are crucial to the success of a new operation in the United States. But before you start deploying manpower stateside, you will need to get your immigration visas in order.

    US immigration laws are highly complex and change regularly, so specialised legal advice is an absolute necessity. What follows is a sketch of the various visa options available and the requirements each entails.

    No visa

    The Visa Waiver Programme (VWP) allows you to travel to the US without a visa for ‘limited business purposes’ but does not allow you to take up employment. The VWP is intended for short, infrequent trips, of no more than 90 days duration, and is good for visiting trade shows, attending conferences, and for preliminary market research and pre-investment activity.

    If you cumulatively spend more than 50% of your time in the United States in one year, you will almost certainly be denied further entry under the VWP. If you are denied an Electronic System Travel Authorisation (ESTA) at any time for whatever reason, you will require a visa for all future travel to the United States.

    To travel to the US under the VWP, you must apply online for an ESTA in advance. To obtain an ESTA authorisation, you must possess a return, or onward, travel ticket indicating that you are not planning on staying permanently.

    B for basic

    If you cannot avail of the VW programme, you will need a visitor visa. The B-1 visa is for temporary visitors on business and the B-2 visa is for tourists. B-1 visas for Irish citizens are usually valid for 10 years but only allow holders entry into the US for a maximum of six months. The same restrictions on business activity apply to B-1 holders as to those on the VW programme: you are not allowed to take up employment in the US.

    A B-1 visa application will probably require an interview with an American embassy official, during which you will be asked to provide evidence of the purpose of your planned visit and of the ties you have in Ireland – economic, family and social – to ensure that you won’t ‘overstay’.

    L for longer

    If you are setting up a US operation, you will need to be in the United States for a substantial period of time, so one possible option is an L-visa.

    An L-1A visa is for managers and executives who previously worked with a foreign company and are transferring to the United States to work, for at least one year, with a new subsidiary company, or an affiliate company, or an American parent company. L-1A visas can be extended for up to a maximum of seven years.

    An L-1B visa is for employees with specialised knowledge (SK) of a foreign company’s business systems and processes. An L-1B visa allows a maximum stay, including extensions, of five years. Generally, L-1B visas are more suitable for established US companies than for foreign start-ups trying to get a foothold in the American market.

    Before applying for an L visa at the US embassy in Dublin, you must first gain petition approval from the US Citizenship and Immigration Service (USCIS).

    E for easier

    An E visa is for employees of foreign businesses in which the employee is a citizen of a country with which the US has a significant trade treaty. The employee must be entering the US to engage in ‘substantial international trade’ or to ‘develop and direct the operations of an enterprise that has, or is, investing in the United States’.

    E visas are issued for a maximum of five years but, typically, for those employed by smaller organisations, they are usually granted for an initial two-year period, with renewals up to a maximum of five years at the discretion of the US Consulate.

    The E-1 visa is for those who come from countries in which 50% or more of national trade is with the US, so it is not suitable for Irish citizens.

    The E-2 visa is the closest thing to a ‘US start up visa’ for Irish entrepreneurs. E-2 applicants must be of the same nationality as the foreign entity that employs them and they must be engaged in an executive or supervisory capacity or have special qualifications essential to the enterprise.

    There is a minimum investment requirement, usually at least US$100,000. E visa applications are more straightforward than L visa applications, with the process conducted at your local US consulate.

    H for highly-skilled

    H visas are for people who belong to speciality occupations. Applications must be approved by the US Department of Labour and petitioning companies must prove that the foreign employee will be paid a fair wage and will not displace US workers.

    The H-1B visa is for highly-skilled workers who have a university degree or equivalent. A H-2B visa is for technical workers, such as employees posted to the US to install new machinery and teach Americans how to operate it. A H-3 is a training visa for employees availing of upskilling courses unavailable in their home country.

    O for OMG

    The O-1 visa is for individuals with extraordinary ability and/or achievement in the sciences, education, business, athletics, or the arts. The visa is initially granted for up to three years and can subsequently be extended for one year at a time, with no upper limit on the number of extensions that may be granted.

    Another visa that applies to a small minority of applicants is the EB-5, which is for those who make substantial investments in the US economy, generally in excess of US$1 million.

    Green for Go

    Foreign nationals can be granted permanent residence, known as having a Green Card, based on continued employment in the US, or by showing you have a job offer.

    Once you are granted a Green Card you are subject to US income tax assessment. Additionally, Green Card residents must maintain their status, for example, showing that they intend to be long-term residents of the US, although they may be temporarily resident elsewhere.

    Employers may ‘sponsor’ a Green Card applicant by presenting evidence of a job offer. Often, applicants must already hold a temporary, unexpired visa, such as a B-1.

    More information about the visa application process is available here.

    The Irish-American law firm O’Brien & Associates runs regular updates on US visa requirements here.

    winning contracts US

    Negotiating the non-negotiables: Tips for winning contracts in the US

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    In a David and Goliath business encounter, David stands a better chance of success if it is obvious that he is good at what he does, said Sally Hughes, CEO of the International Association for Contract & Commercial Management (IACCM), speaking at this year’s E3 Entrepreneurship Export Exchange conference, organised by Enterprise Ireland and Global Situation Room.

     

    IACCM is a not-for-profit organisation dedicated to raising the value and integrity of trading relationships worldwide, working side-by-side with both buyers and suppliers and with both mega-corporations and SMEs.

    In her presentation, Hughes covered three lists:

    • the most common terms included in standard US contracts
    • the most important terms included in US contracts
    • strategies that SMEs need to adopt when dealing with major corporations.

    She also described an example of an unnamed SME owner who negotiated a life-changing deal with retail giant Walmart and discussed how Irish firms could follow their example.

     

    Show you’re an expert in your field

    “In an environment where one side has significant buying power, as a supplier you have to demonstrate great quality and value,” she says. “More importantly, you need to present yourself as an expert in your field.

    “The one area where there will inevitably be negotiation is price but it’s critical not to get dragged down in those discussions early on. In fact, in the first few meetings you don’t want to be negotiating price at all. The key to meaningful negotiation, and to the effective management of risk, is to get to know the buyer well.”

    In Hughes’s Walmart example, the successful SME supplier spent 18 months getting to understand the retail giant’s needs. Notably, when the supplier was offered a contract with Walmart’s non-negotiable conditions, his lawyer warned him that the terms were ‘too risky’ and could cause the collapse of his business but the supplier continued to negotiate a deal.

     

    Negotiating contracts in the US

    According to Hughes, the terms most commonly negotiated in standard contracts in the US include:

    • Limitations of liability
    • Indemnification
    • Price, charges and price changes
    • Termination of contract
    • Scope and specification
    • Warranty
    • Performance guarantees and undertakings
    • Payment terms
    • Data protection, security and cyber-security
    • Liquidated damages.

    Indeed, the IACCM chief said that, very often in contract negotiations, the areas that partners battle over the most are not always the most important. Hughes advised that the most important contract terms to focus on are those that will contribute most to your success, largely:

    • Scope and goals
    • Responsibilities
    • Prices, charges and price changes
    • Service levels
    • Performance, guarantees, undertakings
    • Limitation of liability
    • Payment terms
    • Warranty
    • Product specification

    In the Walmart case, the SME owner believed he had to be better than the competition at accepting and managing risk. As part of his deal with the retailer, he requested access to sales data so that he could assume responsibility for ensuring that his products moved off the shelf.

    “Success depends on the quality of the information flow from buyer to seller,” said Hughes. “Transparency is key and is in both parties’ best interest. This is about a partnership, no matter what your relative side.”

     

    Winning business in the US

    If you want to win business from bigger customers than you have ever had before in the United States, Hughes advised following these strategies:

    • Be better than your competition at accepting and managing risk
    • Demonstrate your expertise and educate your buyer – before discussing price
    • Get the buyer emotionally involved in your product or service
    • Demand quality information flows between you and your customer
    • You might not be able to negotiate ‘boilerplate’ – the standard terms and conditions listed at the end of most contracts – but you can ensure you implement good governance through communication protocols and problem-solving techniques
    • Even if it seems like a David and Goliath scenario, it is about a partnership. Big buying power doesn’t have to mean big negotiation power – that is down to you.

    “Selling in the US market takes planning and it takes persistence,” added Hughes. “You need to understand who you are selling to, what rules and procedures they’ll be following, how will they measure value and what weightings they’ll apply to selection criteria.

    “You’ll also need to have developed a negotiation strategy, how you will convince them that you are a reliable supplier committed to the market, that you are an expert in your field, that you are passionate about your product or service and that you understand fully the nature of your competition. You need to educate your buyer.”

     

    Read more on doing business in the US market.

    Innovating for Recovery: CW Applied Technology

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

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