Market Entry title and businesswoman image

Export Journey: Step 5 – Market Entry

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Market Entry title and businesswoman image

Your next priority is for the execution of your company’s vision within new export markets. Key to this will be preparing the company for this change and subsequent increased demand from and servicing of new export markets.

Consideration for a successful market entry should include;

1.Identify and allocate adequate resources such as:

    • Financial resources i.e. cash required to sufficiently support overseas exports
    • Additional equipment or fixed assets needed to increase volume or backup global sales
    • People, including staff, suppliers or other valuable relationships in Ireland or overseas

2. Defining where your first sales will come from

Will your customers be a distributor which imports in larger quantities, or an overseas agenct or representative acting on your behalf or will it be a separate trading company of your own business?

3. Developing your lead generation strategy

Supports will need to be assigned to generate business leads. Will they be predominantly offline, online or a hybrid?

Offline: fairs, events, conferences, network meetings or

Online: website, social media, blogs etc.

You will need to qualify and validate the leads, managing them through a Customer Relationship Management (CMS) system such as Salesforce.

4. Marketing and communications

Implementing a successful marketing and communication plan is vital for sustained sales in export markets.

When developing a plan, it is important not to do a ‘copy and paste’ of the same marketing strategy from your domestic market as these are likely completely disparate territories. While it is logical that you should retain your company values and purpose, you will need to adapt your marketing and communications strategy to your new export market

5. Implementing a sales process

By implementing a sales process, you are creating a set of logical, repeatable steps that your sales team goes through to bring a potential buyer from an early stage of awareness to closing the sale. There are various stages that need to be considered in developing an effective sales process, such as;

a) How will your company cultivate your sales leads?

b) What preparation will you commit to in order to be ready to capture an overseas sale?

c) What will be your sales teams approach to a prospective buyer?

d) How will you adequately present or pitch your sales in an overseas market?

e) Is your team setup to deal with buyer objections or queries?

f) Have you experience in closing a sale in an overseas market?

g) What follow-up work will be done post buyer presentation?

6. Relationship building

Relationship building is a key factor in developing sustained sales in export markets. Any company considering to expand globally is undoubtedly looking for a return on their initial investment, and companies looking for better business returns are strongly encouraged to place an emphasis on relationship building.

Companies can quite often focus on the transactional, revenue generation portion before they consider relationship building. However, as is the case in much of the world, relationships based on mutual respect and trust outplay singular transactions. Relationships need to be worked on and require different approaches for different markets.

Take the next step in the Export Journey

COGNIPLANT team

COGNIPLANT optimising production plants in the process industries

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COGNIPLANT team

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

Eoin Keane, Energy Specialist, COGNIPLANT Horizon 2020 project

Key Takeouts:

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

H2020 Case Study: COGNIPLANT

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

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

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

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

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

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

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

 

The Horizon advantage

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

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

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

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

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

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

 

Navigating the Horizon environment with Enterprise Ireland’s support

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

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

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

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

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Enterprise Ireland’s top tips for entering the French market

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

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

 

  • Build trust

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

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

 

  • A strong value proposition is vital.

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

 

  • Know your customer

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

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

 

  • Pay attention to detail.

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

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

 

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

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

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

 

  • French language skills.

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

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

 

  • Be patient.

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

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

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

 

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

Key questions to ask at your Indian Market Advisor meeting

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

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

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

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

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

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

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

    Enterprise Ireland’s top tips for entering the Malaysian market

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

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

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

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

    For more be sure to check out our Going Global Guide 

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

    Key questions to ask at your Malaysian Market Advisor meeting

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

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

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

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

    For more be sure to check out our Going Global Guide 

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

    Paul McCloskey, Tyndall Institute

    LEDLUM, a shining light in LED efficiency  

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    LEDLUM

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

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

    Key Takeouts:

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

    H2020 Case Study: LEDLUM

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

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

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

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

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

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

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

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

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

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

     

    Competition and support

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

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

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

     

    Advantages of collaboration

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

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

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

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    Cheryl Baker

    Horizon 2020 – Supporting the fight against cybercrime

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    H2020

    “We felt we had to do this project because the problem and the solution are so important. We were just waiting for the opportunity and Horizon 2020 provided that.”

    Cheryl Baker, Director, UCD Centre for Cybersecurity & Cybercrime Investigation

    Overview:

    • University College Dublin is leading an international consortium that is developing a shared intelligent platform and a novel process for gathering and analysing data related to cybercrime.
    • The project is funded by the European Union’s Horizon 2020 research and innovation programme.
    • The output will be made freely available to law enforcement agencies internationally.

    “A problem that urgently needs to be solved,” is how Cheryl Baker, Director of UCD’s Centre for Cybersecurity & Cybercrime Investigation, describes the ambitious Horizon 2020-funded project that she is leading, comprising 18 participants from across Europe.

    The Intelligence Network & Secure Platform for Evidence Correlation and Transfer (INSPECTr) project  aims to develop a shared intelligent platform and a novel process for gathering, analysing, prioritising and presenting key data to help in the prediction, detection and management of crime in support of multiple agencies at local, national and international level.

    “The problem for law enforcement is that a huge amount of data is generated but joining the dots is difficult.” says Baker.

    “There are numerous tools to help investigate cybercrime but they all have different outputs so creating links and seeing the commonality between different crimes and different investigations in different jurisdictions is really difficult. Our aim is to harmonise the output and enable the data to be better managed,” explains Baker.

     

    The Horizon 2020 opportunity

    Baker and her team have been working with law enforcement for over 10 years and have received support for various projects under the EU’s Internal Security Fund.

    “When we came up with the idea for INSPECTR, we realised that to go to the next level we needed a different funding mechanism that offered more money, was more research oriented, required more partners and was more long term.”

    The solution was Horizon 2020, the European Union’s research and innovation instrument, which has an €80 billion funding pot and is supporting consortia across Europe to transition great ideas from the laboratory to the market.

    The three-year INSPECTr project received funding of €6.9 million and involves law enforcement agencies and commercial companies.

    “Because we’ve worked with law enforcement for a number of years we were able to reach out to people that we knew already to bring them on board. When it came to commercial partners, Enterprise Ireland was really good at helping us link with a number of SMEs in Ireland,” says Baker.

    Unusually for a project, the final developed platform will be freely available to all law enforcement agencies.

    “The Centre for Cybersecurity & Cybercrime Investigation was set up support law enforcement in the fight against cybercrime, and everything we do we give back freely to the law enforcement community,” explains Baker.

    “That did impose a bit of a challenge when it came to getting commercial partners on board, but we explained that they were going to get access to law enforcement agencies across Europe, which would give them the opportunity to develop and sell in products and services tailored to that community.”

     

    The co-coordinator challenge

    “This is our first time as co-ordinator on a Horizon 2020 project and there’s no getting round that it’s a challenge. Firstly the application process is time-consuming; close to the deadline we were working 24 hours a day,” says Baker.

    “Enterprise Ireland’s help was great. Their expert knowledge and honest review of the proposal was invaluable. Their response was very positive, which gave me a lot of confidence.

    “As the co-ordinator, the project fails or succeeds with you. You’re the interface with the Commission and the consortium.” explains Baker.

    “For our law enforcement partners this is not their day job, so we have to provide a lot of hand-holding support to them. But we felt we understood the project better than anyone else so we wanted to lead it. If you feel strongly about your idea, it’s best to lead it.”

     

    Horizon 2020 benefits

    Baker believes that there are huge benefits for SMEs that get involved in Horizon 2020, either as a partner or a co-ordinator, but is aware that there’s a perception that the process is complicated.

    “I think it’s key that SMEs partner with a co-ordinator that they know and trust, because they will show you the ropes and look after you. It’s important to make sure you’re comfortable with what you’re being asked to do and are clear about what’s expected of you. It’s a really good way to boost your revenue and to network and you can be involved in a small way and still reap lots of benefits,” she says.

    “For co-ordinators, you need to ask yourself, have you really bought into your concept; do you feel that this is a problem that urgently needs to be solved? And it’s vital to understand that the administration is as important as the research so you need the supports in place for that.

    “We felt we had to do this project because the problem and the solution are so important. We were just waiting for the opportunity and Horizon 2020 provided that.”

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

     

    Key questions to ask at your French Market Advisor meeting

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    Your International Markets Week meeting with an Enterprise Ireland Market Advisor is the perfect opportunity to get all the information you need about the French market and how to develop your market entry strategy.

    To help you prepare, take a look at our suggestions of questions to ask your Market Advisor.

     

    • Should I target the French market?

    What opportunities are present for your product in France? What benefits are there for your business in terms of exporting to the Eurozone over the UK? Are there other markets you should consider before focusing on the French market?

    • What specific information do I need to know about the market? What do you know about our competitors?

    Ask your Market Advisor for their insights into the market for your product and service in France, and find out what Market Research reports you should access from Enterprise Ireland’s Market Research Centre.

    • What should I be prepared for when doing business in France? Are there any cultural differences?

    Your Market Advisor is an expert both in their sector and the specifics of how that sector does business in France. It is important to note that these differences are more pronounced in certain sectors (such as the Agri-tech industry) than others (such as Digital Technologies).

    • What route to market would you recommend for my product or service?

    Consider whether you should enter the French market via a distributor, an agent, a partnership, or sell directly via your website. Your Market Advisor can talk you through the advantages and disadvantages of all options.

    • Are there barriers to entry? Are there any legal issues or regulations that I need to consider?

    While France and Ireland are both members of the European Single Market, there remain some regulatory differences in certain sectors. Your Market Advisor is the best person to advise on the steps you need to take to insure your product or service is compliant and ready for sale in the French market.

    • What determines success in the market? Can you think of any examples of companies who have done well in the market and why?

    Capitalise on the learnings of companies who have come before you (and learn from their mistakes!).

    • Are there any specific opportunities for us in France with regards to the recently announced French Recovery Plan and the post-Covid19 business climate?

    In the words of French president, Emmanuel Macron, “2020 has been a year like no other”. The French team’s Market Advisors have been on the ground and are well placed to advise you on what challenges and opportunities this year presents for your business.

    • Are there any large investment projects planned relevant for my sector?

    Market advisors constantly monitor in-market investment announcements. Did you know that France ranks first in the list of European Foreign Direct Investment destinations?   

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

    For more, download our Going Global Guide

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

    Enterprise Ireland’s top tips for entering the South Korean market

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    The EU-South Korea Free Trade Agreement has created opportunities for Irish firms that are willing to enter the world’s 12th largest economy, which is home to some of the world’s biggest conglomerates including Samsung and Hyundai.

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

    • Initial arrangements for meetings with Korean companies need to be at least four weeks in advance. Securing meetings at short notice can be difficult. Introductions are a vital part of doing business in Korea. When meeting a Korean businessperson for the first time, it is best to be introduced by a trusted third party rather than introducing yourself directly.
    • Korean companies tend to be price-sensitive, so be prepared to face challenging price negotiations.
    • A world-class technology, product or service innovation with a clear value proposition has a higher chance to win business in Korea, given the high level of industry development in such sectors as electronics, chemicals, digital technology, automotive etc. It is very helpful to have a list of well-known, major companies as your reference customers.
    • Korean partners expect Irish exporters to commit to staying the course over a long timeline in order to penetrate the market and lengthy sales cycles in Korea. A short-term sales approach is often viewed as not committing to the market and being too opportunistic.
    • Korean business culture is highly relationship-based, and therefore it is strongly recommended to travel regularly initially to build relationships with in-market partners and customers, and ultimately to have in-market representation as the business grows.
    • It is usually required to have the ability to deal with demanding technical and customer servicing requirements.
    • The EU-South Korea FTA was ratified in 2015 and has been in effect since then, eliminating most custom duties on imported goods from the EU, including industrial and agricultural products.
    • Korea has well-entrenched domestic and international competitors and new entrants will need to research the market thoroughly to identify opportunities. Products need to be competitive against Korea’s high-technological standards to be successful.
    • Large conglomerates, often composed of multiple subsidiaries and affiliates, contribute disproportionately highly to Korean GDP and they have dominant market positions in many key sectors. This makes it challenging for Irish exporters to directly compete. Instead, a market entrant can prosper by targeting a niche area that is too specialised for the large companies to enter.
    • Working with Korean conglomerates such as Samsung, LG, Hyundai and SK, can also serve as a platform to the wider Asian markets and beyond, given those companies’ global market share in key sectors such as mobile phone, 5G, shipbuilding, automotive, chemicals and more.

     

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

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

    For more, download our Going Global Guide

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

    Enterprise Ireland’s top tips for entering the Vietnamese market

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    Vietnam is a rapidly developing economy of 97 million people; it is making strides into the international marketplace and is one of the only two countries in 10-member ASEAN region to have signed and implemented a Free Trade Agreement with the EU.

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

    • Flexibility to visit the market as face-to-face meetings are highly recommended. It is extremely difficult to conduct business virtually as business is primarily done over a handshake, having coffee or dinner.
    • Negotiations in Vietnam’s business setting are time-consuming: things take time and require patience. You will need to go through several business meetings before inking a deal. Decisions are usually thought through carefully and every stakeholder is consulted before a decision is reached.
    • Relationship-based business culture. The relationship is key in Vietnam; one good connection can often go a very long way. Always invest time in building a good relationship based on both personal and business lines.
    • It is preferable to establish new business contacts via an introduction from Enterprise Ireland and subsequently set up a business meeting face-to-face. The Vietnamese prefer to do business with people that they know, and businesses are not likely to answer impromptu phone calls or emails.
    • Vietnamese businesses tend to favour tailored, flexible deals rather than firmly standardised arrangements as a way of showing a long-term commitment, so be prepared to navigate through the discussion process.
    • Regulations and laws – although the country is undergoing huge economic transformation, bureaucracy and lack of transparency of regulations remain common. Recurring theme: doing business in Vietnam requires patience. However, as Vietnam becomes more and more attractive to international businesses and FDIs, infrastructure has been put in place to ease such difficulties. Irish companies can expect further improvements in doing business in Vietnam.
    • Having a local partner – with all the above said, having a trustworthy local partner (whether a legal partner or business partner) is encouraged; it can save you a lot of headaches.
    • EU-Vietnam Free Trade Agreement has come into effect in August 2020. This has opened doors for Irish companies exporting to the country, particularly in the sector of Healthcare (Pharmaceuticals, Hospital Supplies) and Agricultural products with preferable tax exemptions.
    • Do note that Vietnam joined the global marketplace with the trade embargo lifted only in 1994. This means that Vietnamese businesses are very eager to learn about cutting edge software, technology and secrets to success from international firms.
    • Being a developing market means that there are many opportunities to tap into, with much less saturated sectors compared to developed countries. It is useful to do market intelligence to understand the market structure and identify competitors/already-established giants in the market beforehand.

     

    Enterprise Ireland is committed to helping Irish firms succeed in global markets and have industry experts on hand, ready to help you access the Vietnamese market. Our Market Advisors are always available to support you and provide business expertise and on-the-ground knowledge.

    For more, download our Going Global Guide

     

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

    Enterprise Ireland’s top tips for entering the Swiss market

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    The Swiss market is attractive to Irish exporters for numerous reasons, including its high purchasing power and good payment habits.

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

    • Expect 18-24 months timeline for market penetration in this region
    • Familiarise yourself with the various cultures and languages in Switzerland. With some regions speaking either German, French or Italian. The business culture and etiquette also differs between said regions, which should influence your approach.
    • Speaking English is usually not a problem for the Swiss, however, having technical materials available in the local language is very important.
    • Switzerland is a federal country of 26 cantons. Legal regulations, taxes and other differences may occur between different states and this must be accounted for when planning business there.
    • The Swiss are early adopters of innovative products and services. However, expect to be thoroughly vetted and asked to provide proof of any claims you make.
    • Switzerland is not an EU-member but very closely aligned with the EU. It also has it’s own currency, the Swiss franc, which will have an exchange rate against the euro.
    • The Swiss are long-term planners and as such a commitment to the market goes a long way. This may be in the form of a local GmbH entity, a .ch web address available in local languages or regular attendance at trade fairs in your sector of interest.
    • Switzerland is a very-high income country, known for its quality of exports and as such are more likely to choose high-price and sophisticated suppliers as opposed to the cheapest.
    • Switzerland is home to many multinationals’ European Headquarters, particularly in the Life Sciences and Banking sectors.
    • Many Irish firms are already active in Switzerland thanks to EI assistance, contact the local Manager who will be delighted to guide you in entering the Swiss market.

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

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

    For more, download our Going Global Guide

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