5 ways to make the most of your Market Discovery Fund project 

Learning that your business has been approved for a support like Enterprise Ireland’s Market Discovery Fund is great news. But it is followed by an important question. How can you make the best use of that financial support to maximise its value to your business?

 

1.    Make the most of Enterprise Ireland’s resources

Use all of the resources available to you as a company supported by Enterprise Ireland while you carry out the project and conduct your research.

Your Development Adviser 

Stay in touch with your Development Adviser throughout the project. Let them know you’re interested in attending relevant market and sector events and they will keep you top of mind.

39 overseas offices* 

Make time to visit Enterprise Ireland’s most relevant overseas offices as part of your project. With offices in 39 locations worldwide, our advisers have expert knowledge of the markets and sectors of most importance to Irish exporters.

If you alert the in-market team to your visit well in advance, they may be able to arrange meetings with valuable local contacts. After your visit, remember to stay in touch with the market advisers you know to stay up-to-date with local opportunities and developments.

(*39 correct as of 3 December 2019, date of publication)

Market Research Centre

Conducting the right market research is vital to maintaining your competitive edge and enjoying successful export growth – but it can also cost time, money and resources for which your business must budget.

The information specialists at Enterprise Ireland’s Market Research Centre offer a wealth of experience available to guide you to the most relevant reports and databases for your needs, and to provide support before and during your visit. They can help you to access current market research reports from some of the world’s leading publishers, such as Euromonitor International, Frost & Sullivan, and Mintel. The Centre is available free-of-charge to companies supported by Enterprise Ireland across the regional office network.

 

2.    Focus on your most promising markets

One important rule of thumb is to consider no more than three markets within a Market Discovery Fund project. Carrying out a market prioritisation exercise and comparing the potential of two or three markets within a region can be a smart use of this type of support.

Whichever markets you consider, remember that internet research alone will only take you so far. Travel to each market you are considering where feasible. You will learn far more on the ground than you can from behind a screen.

Also think carefully about the bandwidth (covering both people and finance) required to manage the project. Projects such as this typically take no more than six months, unless you recruit a graduate or entry-level executive to undertake a more substantial piece of research.

 

3.    Assess trade fair options

If you are planning to exhibit at a trade fair, try to visit the year or season before, so you can assess if it really is a good fit for your business. The most important factor to look out for is if the right kind of buyers and decision-makers attend.

If it is a big fair, spend some time establishing which is the right hall for your company to exhibit in. Being in the wrong hall is a waste of time and resources and can leave you and your team feeling frustrated.

If you decide to exhibit next time around, get in touch with the organisers as early as possible to find out costings or packages in addition to availability, as previous exhibitors are likely to be given priority.

 

 

4.    Know the claims process and track everything

You can find all the information and forms you need to submit your claim(s) to the Market Discovery Fund here. This includes:

  • Instructions for making your claim
  • The claim form
  • A claim form checklist
  • A timesheet template
  • A Director’s Statement template
  • A progress report form
  • More information on the claims process.

 

While at this point your application has been approved, it is vital to keep detailed records of all expenditure relating to your project. This can include:

  • Timesheets for employees, as relevant wages and salaries can be covered, subject to conditions outlined here
  • Receipts and invoices for all foreign travel and subsistence expenses directly related to the project. Remember these must be incurred by company employees supported on the project
  • The cost of purchasing reports and databases relating to a new market or sector (when relevant and not accessible through the Market Research Centre).

 

5.    Understand the value of what you learn

At first, it might seem disappointing if research indicates that a valid opportunity to bring your product or service to a particular market or markets does not exist. But it is actually a great lesson.

It is far better to be aware of this insight before committing fully to a market, as discovering a lack of potential later will cost your business much more.

Knowing which markets not to prioritise can be just as important as understanding which ones are most worth investing your time and resources. Refining your overall market strategy is a valuable outcome of a successful Market Discovery Fund project.

Remember, you must contact your assigned Enterprise Ireland Adviser to discuss your Market Discovery Fund application before you submit it. If you’re a first-time applicant, you need to register on the Enterprise Ireland Online Application System.

To discover how your company can take the step into new markets, visit: globalambition.ie/steps     

Alpha Wireless, CEO Fergal Lawlor

Loose Wires: Laois-based Alpha Wireless takes on the global market

“It’s our ability to innovate that sets us apart,” explains Lawlor. “If the right antenna does not exist, we are committed to creating it.”

Fergal Lawlor, CEO Alpha Wireless

Overview:

Alpha Wireless is a market-leading specialist in high performing, superior quality antenna solutions covering macro to small cell antennas.

The company exports to 22 countries worldwide and has opened its first research and development office in Australia.

Enterprise Ireland supports include research and development projects, trade shows, market development programmes, and access to overseas networks.

By the time Fergal Lawlor discovered that the company he worked for was closing, he was already too invested to stop: “By then I had been a designer for two very innovative antenna companies that were disruptive in the market and were coming out with new products and challenging the incumbents that were there,” he says. “I had seen how that worked and I very much liked being part of that.”

Lawlor had spent several years designing wireless solutions with Argus Technologies in Australia, before returning to Ireland to work for an independent company, Sigma Wireless: “We were working on a number of innovative designs in the 3G space at the time,” he explains, “We had good products and we understood what the customer was doing.”

In 2005, US company PCTEL bought the Finglas-based business. “In 2007, they closed their Irish operations.”

 

Unfinished business

For Lawlor, there was too much good work being left behind in Ireland: “I didn’t feel we were finished, so to speak. I knew the antenna designs, I knew a lot of the customers we were talking to, and I knew there was a skilled workforce in Ireland.”

Lawlor approached Enterprise Ireland, who helped him to conduct a feasibility study into the potential for continuing some of this work.

We looked at the various market segments that I had been working in previously,” he says. “Because we were a newer company, we had to come in with something that wasn’t already there…

We came up with the conclusion that, yeah, there is a potential market there in this new emerging WiMAX for 4G. We went ahead and set up Alpha Wireless in 2007.”

 

Global ambition from the middle of Ireland

Lawlor describes the gruelling process of expanding from a small office to a global business: “From day one we aimed at becoming a global player. Enterprise Ireland helped us through multiple rounds of funding, market development programmes, research and development projects, and trade shows. They also really helped us with contacts. This market is changing all the time. By focusing on new solutions, we have been able to break into overseas markets from our headquarters in Ballybrittas, Co. Laois – smack bang in the middle of Ireland.”

Lawlor’s previous designs had been tailored primarily for tier-one operators like Vodafone, and o2. “As a new company starting up, there was no chance we were going to be able to sell back into those tier one customers,” he explains, “so we picked a different market segment – WiMAX for 4G – where there wasn’t this existing relationship with vendors going back over the years. We were able to bring our expertise working with these tier ones to this market. It allowed us to go in and become the preferred antenna company for many radio vendors in this emerging market.”

 Alpha Wireless had soon won their first contract from Israeli company, Airspan Networks.

“A meeting with Airspan in Israel brought an opportunity to participate in a trial in Romania – giving just 12 hours’ notice. Martin Barrett quickly responded by booking a flight to Romania and hand-carried the AW3023 antenna for the forthcoming trial. All testing went very well, and the trial resulted in Alpha Wireless winning a contract for 1,500 antennas.” This is testament to Alpha Wireless’ agility and responsiveness providing fast and efficient solutions for their customers.

As the company grew, he brought in some of the designers and engineers who had worked together at Sigma: “We started our business by taking the good learnings to build something new,” he says. “The way we broke in was by finding new markets and knowing what kind of customers we wanted: we wanted customers who needed solutions that weren’t available off the shelf; where we could go in and work really closely with them to create a solution.”

 

How Alpha Wireless has built its foundations

As a young company, Alpha Wireless was one of Enterprise Ireland’s 15 new companies at their exhibition stand at the Pavilion in Dublin. “Sometimes it’s hard to quantify what you get out of these fairs, but you have to keep going to them. It helps to raise awareness and to scale up. We exhibited at a show in Chicago,” adds Lawlor, “which Enterprise Ireland also funds, and that’s how we got Samsung back in 2010

Now, the company is at a level where they have their own booth at these fairs: “Today, the Mobile World Congress Barcelona is our most important show.”

 

Support on the ground

“As you start getting access to bigger customers, you need local support,” says Lawlor, “and Enterprise Ireland helped us to understand local markets and set up offices in the US. They were able to connect us with operators and make the right introductions. Because of them, we have been able to do things that you normally have to wait much longer for.”

Only 12 years’ from its inception, Alpha Wireless has now become a market-leading specialist in high performing, superior quality antenna solutions covering macro to small cell antennas. The brand now exports to 22 countries worldwide and last year it opened its first research and development office in Australia.

“It’s our ability to innovate that sets us apart,” explains Lawlor. “If the right antenna does not exist, we are committed to creating it.”

To find out more visit alphawireless.com.

Help your company grow by using the Market Research Centre

With Brexit a reminder of the importance of diversifying and discovering exciting new export opportunities, Enterprise Ireland’s Market Research Centre can help.

Conducting the right market research is vital for businesses to maintain their competitive edge and enjoy successful export growth. According to a recent Enterprise Ireland survey, more than four out of five businesses plan to diversify into the Eurozone – a smart move given its potential export market value of €38bn alone.

Enterprise Ireland-supported companies can benefit from support in their plans to expand their reach. Here are five ways that our Market Research Centre can help.

 

1. Access world-class market research

Conducting market research before exporting into new markets can cost time, money and resources for which your business must budget. The Market Research Centre can help by providing access to up-to-date premium market research reports from some of the world’s leading market research publishers, such as Euromonitor International, Frost & Sullivan, and Mintel.

The Centre provides access to:

  • Country reports
  • Global company profiles
  • Industry sector reports
  • Trend forecasts.

The Centre is available free-of-charge to companies supported by Enterprise Ireland across the regional office network.

With some individual reports costing tens of thousands of euro, the potential value of using the service is immense.

 

2. Know your markets

When planning to export, the most important step is to learn as much about your new target market as possible. Accessing the latest research available through the Market Research Centre will help you to understand potential export regions and the competitors already operating there. Questions you should consider include:

  • What is the size of the market?
  • Who are the big players?
  • Is there a dominant brand in the market

       

      3. Know your channels

      When Abcon, an abrasives and industrial hose manufacturer from Co. Cavan wanted to increase exports to the Eurozone after the Brexit referendum, they needed to understand the markets that would help to grow the business.

      With a high volume of sales driven by internet searches, accurate information about the names of products in local languages proved essential to underpinning successful international digital marketing tactics.

      Lyn Sharkey, Sales and Marketing Director for Abcon, says that the Market Research Centre’s information specialists helped the company to obtain such information, in addition to lists of potential leads and trade events to attend – all of which would have been far more difficult to source alone.

       

      4. Insights about your customers

      Understanding the demographics of a market and the competitors already succeeding there is of little value unless you also understand your new potential customers, and how your offerings should be tweaked or positioned to best appeal to them.

      One of the most vital considerations for any company is: “what does your customer want, and how does it differ from what you’re already doing and delivering?”.

      When Irish Dog Foods, the Naas-based pet food manufacturer, was planning to enter the South Korean market, they asked these same questions. The company turned to the Market Research Centre to learn which customers it should sell to.

      “One of the things we learned during our market research is that there are practically no large dogs in Korea,” says Darren Keating, Marketing Manager of Irish Dog Foods. “That meant we specifically targeted the owners of small dogs. That information came from the Market Research Centre.”

       

      5. Guidance from information specialists

      The Market Research Centre’s information specialists have a wealth of experience and are available to guide you to the most relevant reports and databases for your needs, and to provide support before and during your visit.

      Sometimes the best support is reassurance from a specialist that you are heading in the right direction, allowing you to use your time efficiently.

       

      Contact Us

      Contact the Market Research Centre to discuss your research request and to arrange a visit to our centre in Dublin or to any of our eight regional office hubs.

      Phone: +353 (1) 727 2324

      Email: market.research@enterprise-ireland.com

      Opening Hours: Monday-Friday 9am-5pm

      Iberia

      Ambition Spain & Portugal: How we got Iberia to work for us

      Easy to get to, easy to get around, but a tough nut to crack. It’s sometimes thought that the Iberian markets of Spain and Portugal are challenging to take on. Language barriers and differences in business culture are cited as barriers to a combined market with a GDP of almost €1.5trn.

      But both countries not only actively trade with Eurozone neighbours including Ireland but enjoy legacy links with growing, dynamic markets in South America and Africa, acting as bridges for firms active in the Iberian market. It’s no wonder the region is home to global giants such as Banco Santander and Telefónica.

      The economic downturn changed the region’s business landscape, and structural reforms opened up new opportunities for firms looking for a route to market. Along with reforms in labour and employment, a cultural shift towards innovation has helped Irish firms to enter this valuable market.

       

      Formula for Irish success in Spain and Portugal

      At Enterprise Ireland’s Ambition Spain and Portugal event, Irish firms that have made successful entries to the market outlined why it had worked for them. The common ingredients for successful exporting included getting boots on the ground, perseverance, and robust planning.

      Research and planning was a major exercise for Atlantic Therapeutics, the Galway-based rehabilitative medical devices firm. The company already has a presence beyond Ireland in the UK, France, Germany and the USA, and wanted to move into Spain. Market research threw up interesting market segments.

      “When we started out 18 months ago looking at the Spanish market, we looked at the medical device space to start with. Through Enterprise Ireland, we were introduced to people who could focus our route to the Spanish market,” Alan O’Shea, Head of Distribution Markets for Atlantic Therapeutics.

      During discussions, the company realised that their rehab devices could get market share by using the well-developed TV home shopping channels in a very buoyant private home use market.

      “It isn’t traditionally the usual distribution channel for our technology,” he told delegates. “We’re two months in and so far it’s a very positive experience.”

      Finding a complementary partner with local market knowledge and contacts can provide a lift to securing new exports. That was the route that helped accelerate growth for Tullamore-based emergency vehicle kit-out specialists Acetech. Enterprise Ireland helped to introduce the firm to a Spanish ambulance manufacturer who was interested in their vehicle intelligence systems.

      “They will now represent us, in terms of putting our equipment in the vehicles they are providing to the Spanish marketplace, and also the Latin American marketplace as well,” Acetech sales director Fergus Claffey told delegates.

      By 2020, Spanish business will account for 10% of turnover for Acetech as a result, he said.

       

      What to do after market entry

      Once in the market, Irish firms should get boots on the ground as regularly as possible, the conference was told. Not only will you get a handle on the business culture but it can help with honing your product fit, and generate new market opportunities.

      Eamonn MacLughadha, founder of Spanish-based import company Machemac and based in Spain for the past 23 years, said Irish firms should get their feet on the ground if only to get an idea of scale.

      “If you are capable of supplying 50% of the Irish market, that may only equate to 5% of the Spanish market. If your product takes, do you even the capability to deliver?”

      With six months being a typical timeframe for payment in Spain, resourcing your route to entry is vital, he added.

      “The closer you stick to a Spanish customer, the better the feedback you get on a problem. Getting to see them face to face will get you what you need to know. A phone call or email just won’t cut it.” says MacLughadha.

      Likewise in Portugal, being in the market is seen as a commitment to the customer, said Helder Palhas, country manager for Aspire Technology. “Keep your relationship alive. Don’t just abandon a customer after a sale, keep in touch. Go for lunch, even if you don’t have a product to sell them right now – it will make a difference.”

      The sentiment was echoed by Mr Claffey: “We thought we knew what we were doing with the research but we learnt more from a three-hour plane trip to Spain than three months of planning. Stop relying on Skype.”

      One of the biggest pitfalls that befalls Irish firms trying to enter the market in Spain, according to MacLughadha, is not appreciating the length of the average sales cycle.

      “In my experience here, the sales cycle is a lot longer than Irish companies are used to, or comfortable with. They give up too soon. The sales cycle is a lot longer. I’ve seen agri sales take two years from trade show to sale. That wouldn’t be unusual. You have to persevere.”

      For Acetech, entering the Spanish market was a revelation even with all the steep learnings: “The cultural fit between Ireland and Spain is very, very good. I don’t know why we didn’t do it earlier,” said Mr Claffey.

      Learn more on trading in the Spanish and Portuguese markets and the Enterprise Ireland supports available with our Going Global guide.

      Commitment to excellence keeps Takumi at cutting edge of engineering manufacturing

      When Takumi Precision Engineering wanted to grow its capability, its management team realised that it would require a significant investment in capital equipment, innovation, and staff training.

      Investing for the future is not new for Takumi. Founded in 1998 by Gerry Reynolds, the Limerick-based engineering manufacturer is a leading supplier of components to a wide variety of multinational aerospace and medical device companies. Over the years, Takumi has accumulated a unique range of CNC precision machining equipment and invested in its staff to a level that has positioned the company at the cutting edge of their sector.

      Takumi’s revenues have doubled to €10m in the four years since it moved into the aerospace market in 2015. Aerospace now accounts for 60% of its business but the medical devices sector is also a vitally important market segment, which continues to offer ongoing opportunities – and Takumi’s management team is confident that the company will be a €20m business by 2025.

      In order to continue its strong growth trajectory, Takumi had to put solid foundations in place. The company sought assistance from Enterprise Ireland’s Operational Excellence offer, a large-scale holistic company transformation programme that is designed to deliver a change in company culture and raise productivity.

      Culture can be one of the most difficult elements in an organisation to change and even more difficult to sustain. The Operational Excellence offer is focused on embedding competencies necessary to achieve ongoing productivity and efficiency gains, thereby creating sustainable improvements in the business and across its supply chain throughout its one to two-year assignment period.

      This is not an easy task for businesses and requires full commitment at every level of management, in every department, at every stage of the transformation. Operational Excellence assignments must be built around an identifiable project plan. This can include support for business innovation, capability building, and/or capital expenditure.

      Companies benefit from a streamlined process whereby they can apply for these supports within the one Operational Excellence offer, as opposed to the usual process of applying to Enterprise Ireland for them separately.

      Business innovation support includes the implementation of new production, delivery or organisational methods in the company, while capability training is offered to support the plan along with capital expenditure related to production or operations.

       

      How Takumi used Enterprise Ireland’s Operational Excellence offer

      The result is a one-off application to transform the business, and Takumi sought assistance through Operational Excellence in the following headings:

      1. Acquisition of new capital equipment
      2. Introduction of a new Nadcap approved metal treatment plant for aerospace components
      3. Refinement and strengthening of the key core competence of metal cutting/machining through an R&D project on discovering and adopting the latest 5-axis CAM technology
      4. Adoption of Lean methodologies into the business operating systems, particularly through fine-tuning the ERP system and adopting Industry 4.0 practices across the entire bandwidth of the business, including processing orders, scheduling and planning, reporting and metrics
      5. Growing further tiers of management and supervisors so that the business can continue to expand while preserving the ethos of ‘growing our own’.

      Takumi has involved its entire management team in its Operational Excellence offer, which is running from 2018-2021.

      Managing Director Gerry Reynolds said: “It might be a new programme but I believe that Operational Excellence will be widely adopted by industry. It affords companies an opportunity to put together a comprehensive business plan that really can transform businesses. The application process is really no more difficult than previous programmes.

      “There has been some apprehension that some business are not ‘ready’ for OpEx but, in reality, what business is not ready for a comprehensive plan? Being all encompassing, OpEx can deliver a more coherent business plan. Some previous programmes could be somewhat fragmented and lack cohesiveness. I look forward to the experience of transforming and growing Takumi into a bigger, high tech, modern, Industry 4.0 factory.”

      Enterprise Ireland’s Operational Excellence offer provides the best possible support to companies that wish to transform their business. Not only does it systematically change the way work is performed, it enables companies to change the culture and mindset of how they do business. By offering more than one support option, it encourages managers to view the business in holistic terms and, as Takumi has shown, what business isn’t ready for a cohesive and comprehensive plan?

       

      Learn how Enterprise Ireland’s competitiveness supports can help transform your business.

      Cubic Telecom is Helping Germany’s Biggest Carmakers to Drive Forward

      “Enterprise Ireland is always extremely helpful in terms of providing meeting space and setting up partner meetings, finding out beforehand who we want to make contact with and enabling those briefings at the show.” Gerry McQuaid, CCO Cubic Telecom

      Overview:

      • Sector: IoT
      • Markets: APAC, China, Europe, USA, Canada, Australia, New Zealand, Middle East
      • Supports: Trade Missions & Events, International Office Network

      Case Study: Cubic Telecom

      In an always-on world where consumers expect instant access to information and experiences, car manufacturers are clamouring to ensure that 24/7 connectivity is provided behind the wheel — and Dublin-based Cubic Telecom is supplying the solution.

      Cubic’s global connectivity platform PACE enables cars and other devices to automatically connect to high-speed local mobile networks around the world. The company is a fully licensed mobile services provider powering high-quality connectivity worldwide for global manufacturers, including six brands within Volkswagen Group, e.GO Electric Vehicles and Panasonic Automotive, among others.

      Not to mention, Cubic’s connected car solution supports 2.5 million cars in 93 markets globally, with capabilities across Europe, North America, Latin America, the Middle East, Russia, Africa and Asia-Pacific.

      “Our focus spans wider than the Irish market,” reveals CCO Gerry McQuaid, who has been part of the Cubic Telecom team from its beginning in 2009. “Obviously we support the sale of our partners’ products in Ireland but we are focused on the global market and we have had that global focus from the start.”

      But scaling internationally requires more than identifying a global customer base and Gerry says Enterprise Ireland’s assistance has been critical in helping Cubic to forge strategic partnerships every step of the way.

       

      Powering global connections

      When Cubic Telecom made its first foray into the international market, it was with a SIM card that let travellers make low-cost phone calls from anywhere in the world without incurring huge roaming charges. But the company soon switched gears to focus on creating technology that would connect any device to the internet while abroad and in 2012 took part in a major trade mission to China, helmed by Enterprise Ireland and then Taoiseach Enda Kenny.

      “Enterprise Ireland helped to arrange private meetings in China with the Taoiseach which gave a fantastic boost to our fledging profile in China,” Gerry says, noting that the trip ultimately helped to cement our business relationships with Qualcomm, Lenovo and China Unicom.

      At the same time, demand for vehicle connectivity was on the rise. Automakers wanted to transform cars into infotainment centres on wheels and Cubic Telecom’s technology, which is embedded at the manufacturing stage, could enable standardised vehicles to offer connected services anywhere in the world.

      “We’ve always attended MWC and exhibited as part of Enterprise Ireland’s pavilion stand. That’s where we meet our customers, prospects, mobile operator partners, technology partners and important industry analysts every year,” Gerry says. “We are delighted with the support provided to us by Enterprise Ireland in regard to exhibition stand facilities and the arrangement of key meetings ahead of each event.”

      Cubic’s first auto contract was with German car giant Audi, which was looking to provide its drivers with a fully digital experience — something that traditional mobile operators were struggling to achieve.

      “We were delighted to partner with the leading automotive brand within Volkswagen Group and this partnership has been an intrinsic part of developing our business success in Germany,” Gerry says.

      As a result, Germany is one of Cubic’s biggest overseas markets.

      “It’s important to point out that we did not select Germany as a generic target market,” Gerry says. “Instead, we looked at the world’s biggest automotive manufacturers and decided which companies we wished to build a partnership with. This naturally led us to Germany, the home of some of the world’s top auto manufacturers. We were very careful to take the time to understand what is required to do business successfully with large prestigious German companies and we had excellent support from the Enterprise Ireland team in Germany.”

      Enterprise Ireland still works closely with Cubic Telecom to support its continued growth in other international markets.

      “As well as being part of Enterprise Ireland’s pavilion at MWC Barcelona annually, last year we participated with Enterprise Ireland in MWC Americas in Los Angeles for the first time. That proved to be a great success,” shares Elaine Murray, Cubic Telecom’s External Communications Manager, adding, “Enterprise Ireland is always extremely helpful in terms of providing meeting space and setting up partner meetings, finding out beforehand who we want to make contact with and enabling those briefings at the show.”

      Besides trade shows and networking opportunities, Cubic Telecom is often invited to sit on conference panels hosted by Enterprise Ireland, which Elaine describes as “integral” to the company’s exposure in foreign markets. Gerry agrees: “We’re always more than happy to participate because it’s a win-win situation.”

      Brazil, Brexit and beyond

      One of the next stops on Cubic’s path to world domination is Brazil, a notoriously tough nut for non-Brazilian car manufacturers to crack in terms of IoT connected device services.

      “We have received excellent advice from Enterprise Ireland to assist with setting up our local presence in Brazil,” Gerry says. “Like in Germany, we align ourselves with the markets that our customers have prioritised. As all of the world’s major automotive companies want to sell connected cars in Brazil, we prioritised establishing a unique locally compliant solution for global automotive and IoT companies there.”

      Speaking of complicated, while the UK is not a dominant market for Cubic, it is an important one for many of the company’s customers.

      “If you’re driving on the motorways in the UK, most of the cars are German-built cars, so Brexit does have a concern for us in terms of what’s going to happen to the ease of doing business but we’re not as exposed as other companies because we are used to dealing with complicated market conditions around the world,” Gerry says.

      His advice: Irish companies must reduce their dependence on the UK market, regardless of the Brexit outcome.

      “Any Irish company that’s trying to do business in overseas markets has a very valuable resource that is always there to help in Enterprise Ireland,”

      “Start by considering the needs of the customer you are selling to, what solution you are selling, who you need to sell it to and what markets those target customers are in. Then leverage the Enterprise Ireland regional offices to get introductions to the people in that market who you need to meet.”

      Read more on the supports available to help your business diversify into new markets or speak to your Development Advisor today.

       

      How France Became Mullan Lighting’s Biggest Export Market

      Mullan Lighting has come a long way from its humble beginnings in traditional pub and church lighting. Revenues are expected to reach over €5 million by the end of 2019 and the main reason for Mullan’s growth is that it exports 80% of what it manufactures.

      Edel Treanor, Mullan Lighting, Marketing Director

      Overview:

      • Sector: Design & Manufacturing
      • Goals: To double the company size, to get the factory operating at full capacity, and to create long-term employment for local people.
      • Challenges: Mullan wanted to start exporting new markets but needed help identifying potential opportunities.
      • Results: In just six years, Mullan’s annual revenue has increased from €100,000 to €5 million — 80% of which are exports.

      Case Study: Mullan Lighting

      Mullan Lighting’s Bright Idea

      Monaghan-based Mullan Lighting has designed and manufactured bespoke solutions across the commercial, hospitality, retail and residential sectors, counting everyone from Caffe Nero and Costa Coffee to global multinationals Google and LinkedIn as clients.

      Founded in 2009 by architect Mike Treanor, the company now employs 65 people in its manufacturing facility inside a former shoe mill in the heritage village of Mullan. It sells in more than 55 countries worldwide and expects to reach over €5 million in sales by the end of 2019. But it wasn’t plain sailing from the start.

      “For the first couple of years, it was a lot of groundwork — Mike was on the road, knocking on doors — and very little return. We knew we had to start looking further afield,” explains Edel Treanor, Mullan’s marketing director, adding, “The economy in Ireland wasn’t great at the time and there weren’t that many projects happening — and for those projects that were happening, we were already getting the majority of the work but it wasn’t enough to sustain the business.”

      That’s what prompted Mullan Lighting to become an Enterprise Ireland client in 2013 and their goal was three-fold: to double the company size in three to five years, to get the factory operating at full capacity, and to create long-term employment for local people. Achieving this would require stepping into new markets — and Enterprise Ireland’s support ensured that Mullan put its best foot forward.

       

      Spotlight on France

      “It’s much easier to talk to your neighbours than it is to talk to someone who’s in Dubai or Australia so we knew that if we targeted regions close to Ireland then we could be there quickly and we could respond to queries quickly,” Edel shares.

      Working closely with Enterprise Ireland’s Market Research Centre, Mullan identified France as the best Eurozone market to enter. Specifically, when the company developed a new children’s lighting range aimed at high-volume retailers, the MRC determined the market size for such products in France, highlighted key prospects to target and suggested trade fairs to attend.

      As Edel says, focusing on France made sense: “Maison & Objet takes place in Paris and that’s one of the largest trade shows and markets for sourcing interior design, furniture and lighting products. Plus, Paris is seen as a design capital of the world,” she points out.

      With the help of Enterprise Ireland’s Internationalisation Grant, Mullan began to dip into the French market help. The company attended Maison & Objet in 2013 to scope out their competitors’ strengths and weaknesses and hone their own value proposition — and soon their bespoke lighting creations were lighting up hotels and restaurants all over France.

      “It took us about two years to really be comfortable in the market,” Edel reveals, noting that Enterprise Ireland’s support has been instrumental throughout the process, from setting up meetings with agents when they first entered the market to putting them in touch with Irish businesses who were already well established in France.

      “Those [established] businesses gave us feedback on our marketing materials, our company presence, our distribution plan — everything. As a new brand entering the market, that insight was invaluable.”

      Edel Treanor, Mullan Lighting, Marketing Director

      Expanding into France also meant a website refresh and Enterprise Ireland’s Business Process Improvement Grant helped Mullan to make their online presence more user-friendly and appealing to the market.

      “We also realised that we needed someone on staff who could speak to the client in their language so in 2015 we hired our first full-time native French speaker to help develop the market for us,” Edel adds.

      Mullan is on track to do around €800,000 in sales in France this year. To ensure the company hits that mark and continues its growth trajectory within the market, several clients — and one prospect — recently travelled to Mullan Village as part of an Enterprise Ireland inward buyer visit.

      “We figured it would be really good to show them exactly what we do and how we do it,” Edel says, adding that the visit included a trip to Castle Leslie to see some of Mullan’s creations up close as well as to the iconic Cafe en Seine in Dublin, the company’s largest bespoke project of 2018. “No one recognised any of the lights because they’re not in our catalogue and it was great for the buyers to see the level of bespoke work that we can do.”

      Needless to say, the trip was a success: Mullan has since received orders from each of the visiting buyers, even the prospect.

       

      Next steps in Mullan’s growth journey

      Mullan Lighting has come a long way from its humble beginnings in traditional pub and church lighting. Revenues are expected to reach over €5 million by the end of 2019 — a massive increase from its first-year turnover of €100,000 — and the main reason for Mullan’s growth is that it exports 80% of what it manufactures.

      “Our business has absolutely been driven by international sales,” Edel says, noting that in addition to France, the UK, Germany, the Nordics and Iceland are Mullan’s other big markets.

      “About 25% of our business goes to the UK, which is a significant amount, so we took part in Enterprise Ireland’s Brexit readiness programme and got advice from a consultant on what measures to put in place to mitigate the risk of what might happen if there is a hard Brexit.”

      As Mullan is only 200 metres from the Ireland-UK border, part of that action plan included creating a UK company and setting up a base in Northern Ireland.

      “If we can export to ourselves five miles up the road, hopefully we will inherit any customs delays instead of passing them on to our customers,” Edel explains, adding, “We’ve also identified hotspots where our UK clients are based and are considering opening another premises over there.”

      Additionally, the company is hoping to further its presence in Germany and the Netherlands.

      “We’re looking at markets that are nearby and have a lot of projects going on, with styles that are similar to what we can develop and manufacture,” Edel says. “The model and approach we’ve taken with France has really worked for us. We see that as something we can replicate in the German and Dutch markets with Enterprise Ireland’s help.”

      Read more on the supports available to help your business diversify into new markets or speak to your Development Advisor today.

      Transport & Logistics Industry Update – Webinar


      The Covid-19 pandemic, Brexit and the re-shaping of transport routes brought a very turbulent start to 2021. Logistics and transportation companies involved in the movement, storage and flow of goods have been directly impacted and had to rapidly adapt to changing business landscape. Irish companies exporting their products or importing components or raw materials need to follow and understand these trends to stay competitive.

      This Enterprise Ireland webinar identifies these challenges and examines current developments with a panel of industry experts.

      The webinar is chaired by Enterprise Ireland’s Director UK & Northern Europe Marina Donohoe with insights from:

       • Gopal R, Global Leader, Supply Chain & Logistics, Frost & Sullivan

      • John Ward, Managing Director, Maurice Ward & Co. Ltd Ireland

      • Richard Nolan, CEO, Nolan Transport – Nolan Group

       

      Register now to attend the webinar.

      Agile support allows LaserTec KnightOwl to take flight

      Basil Cooney, Lasertec

      “We made the application for the Agile fund in early December of 2017, we got approved by early January and we were up and running in February.

      Basil Cooney, Managing Director and Founder, LaserTec.

      Key Takeouts:

      • Developing 3D technology meant breaking new ground for LaserTec and required a considerable amount of R&D. LaserTec contacted Enterprise Ireland about support for an R&D project around their plans and were advised to apply for the Agile Innovation Fund.
      • The Agile Innovation Fund application process made it much easier and quicker to configure what LaserTec needed and to get approval in a short time frame.
      • The new product has given LaserTec the ability to scale and solve multiple problems across multiple industries.

      Case Study: LaserTec

      LaserTec has always fostered a culture of innovation. Over 25 years in business, the Dublin engineering company has built an impressive reputation for excellence in electronic assembly tooling and process development. In particular, LaserTec has enjoyed outstanding success designing and manufacturing innovative test and automation solutions in the medical device and automotive industries.

      Sometimes, however, it takes that little bit of extra support for a company to take the next big step. For LaserTec, that moment came when they decided to look into adding 3D capability to their services.

       

      Focus on 3D gave LaserTec the power to scale

      Basil Cooney, Managing Director and Founder of LaserTec, explains: “We use 2D vision in our applications for testing and quality checking components and parts on the production lines of our customers, but we wanted to start looking at adding that extra dimension of 3D capability.

      “With 2D systems, you’re restricted in what you can measure – there’s X and Y but there’s no depth, so checking that certain components are in the right location, have the correct orientation, correct height is difficult to do. Also, our solutions are application-specific, so if you want to look at a different product or solve a different problem, you’re almost starting from scratch nearly every time because of the limitations of 2D.

      “Scanning in 3D, having that extra dimension of depth, might not sound like that big a difference but it’s huge. It can measure depth and do different applications for you without having to devise a new solution for each process.”

       

      Agile Innovation Fund helped LaserTec to break new ground

      LaserTecHowever, developing 3D technology would mean breaking new ground for LaserTec and would require a considerable amount of R&D.

      “We spent a year and a half just researching and looking at the different applications and the types of technology involved before we were able to say it’s possible for us to bring these applications across to our processes,” Basil says.

      LaserTec decided that they would need to develop both hardware and software: a 3D sensor that could be incorporated into manufacturing production lines, and an app for mobile devices that could process and relay the information from the sensor.

      This would mean a considerable investment, so LaserTec contacted Enterprise Ireland about support for an R&D project around their plans and were advised to apply for the Agile Innovation Fund.

      The Agile Innovation Fund offers up to 50% funding to a maximum of €150,000 in grant aid for projects with a total cost of up to €300,000. Designed to make it easier and quicker for smaller companies to access R&D funding, Agile has a fast turnaround time for applications that results in decisions being made in weeks rather than months.

       

      From application to project launch in two months

      “We made the application for the Agile Fund in early December of 2017, we got approved by early January and we were up and running in February. The application process made it much easier and quicker to configure what we wanted to get done and get approval in a short time frame.” Basil says.

       

      “We received €90,000 – 45% funding for our project. It allowed us to go and hire resources, additional staff, to develop the product. We wouldn’t have been able to do that without Agile

      Basil Cooney, Managing Director and Founder, LaserTec

       

      Developing the power to scale

      John Traynor, R&D Director at LaserTec, says that the goal for LaserTec is for the company to develop a product which, for the first time, can be scaled.

      “Technically, we’re very good at LaserTec but our problem was that we were doing a lot of custom solutions that couldn’t be scaled easily. There was a lot of commonality but not enough that you could really scale them.

      “Now we’re designing a product for a wider audience, one that can be used for many applications across a number of industries. Instead of developing a product to solve a specific problem for a customer, we will be putting intelligence into their machines and production processes with this technology, so that it can solve multiple problems across multiple industries.”

      “You’ll have the 3D sensor and you’ll use the app to tell it what to look for, and it will do just that. But that same sensor and same software algorithm can then be used very differently to scan, measure and provide guidance on a variety of other parts.

      The next step for LaserTec is to start testing their new technology, named KnightOwl 3D, with customers.

      John adds: “We’ve identified the market, done the research and have been developing the technology. The next stage will be to prove the technology, to engage with customers and get good insight into what their problems are and how we can solve those problems.

      “You can sit in an R&D lab until the cows come home but unless you’re out there talking with customers, you’re not really getting real insight into the problems they’re facing.”

      After 25 years, the desire to innovate and solve problems still burns brightly at LaserTec.

       

      Learn how the Agile Innovation Fund can support your R&D ambitions.

      Man with lightbulb representing Innovation

      Agile Innovation Fund: Easier than ever for companies of all sizes to access R&D funding

      It is now easier than ever for Irish companies to access R&D funding to improve their products and services and compete internationally.

      That was the message from Enterprise Ireland and the national network of Local Enterprise Offices to representatives from more than 60 companies who attended a research, development and innovation event recently in Dublin.

      Enterprise Ireland and the LEOs pledged to use the Agile Innovation Fund to support companies of all sizes as they to seek to open new export markets and grow – promising a fast, flexible and simple application process.

       

      Find more information about the Agile Innovation Fund here.

      Speaking at the Agile Innovation Workshop, Eoghan Hanrahan, Enterprise Ireland Regional Director for the Dublin Region and Regional Development, said: “In doing R&D, companies have to challenge the norms, do something different, look at achieving some kind of technical innovation to try and future-proof their company.

       

      Get support for Agile Innovation

      “We recognise that R&D can be challenging but it is a very important step for any business to take and it’s also important that they are supported in doing so. Enterprise Ireland and the LEOs are here to assist people and companies who want to invest in R&D. The Agile Innovation Fund offers up to 50% funding to a maximum of €150,000 in grant aid.”

      Irish companies are spending less on R&D than most European competitors. Latest Eurostat figures show that spending in 2017 equated to 1.05% of GDP, almost half the EU average of 2.07% and well behind R&D leaders Sweden, Austria, Denmark and Germany – all of whom spent more than 3% of GDP.

      Of the €3bn that was invested in R&D in Ireland, €1bn was spent by indigenous companies. It is notable that in 2007, Ireland spent a higher percentage of GDP (1.23%) on R&D than it did in 2017.

      Joe Madden, Manager of In-Company R&D Supports at Enterprise Ireland, told the workshop that the Agile Innovation Fund was designed to counter the belief among SMEs that funding R&D is too costly and that securing state support for projects is too complex and geared towards larger operations.

       

      Flexible and fast access to Agile Innovation funding

      “The Agile innovation fund was introduced at the beginning of 2018 as a response to a very steep fall off in applications for R&D support,” Mr Madden said. “Companies were telling us that the standard R&D application process was too complicated and very often they would have a project finished before they even knew whether they were going to get approval to do it.

      “We needed to introduce something much more flexible, much faster and where the funding wasn’t as high so that we could apply a less onerous process for evaluating and approving applications.”

      The main feature of the Agile Innovation Fund is its fast turnaround time, with an application process that results in decisions in a few weeks rather than several months. More than 90 companies have drawn down around €20m in funding since it was launched last year, with 90% of them rating the application process as relatively simple in a survey.

      Madden added: “There are only two documents required to apply for the Agile Innovation Fund, an online application form and a project plan. The project plan is what the technical assessment of the application is based on. The technical assessors are looking for two things: is this eligible R&D and are the costs reasonable. To be eligible R&D, there has to be technical uncertainty – this means the project must demonstrate some kind of product or process development technical challenge.

      “Total expenditure on any single application is limited to €300,000, so if your project spend goes to €300,001, it is not eligible for funding. Typically for a smaller company, the funding would be 45% of the total cost, which equates to a maximum grant of €135,000. If a small company collaborates with a partner, this funding can rise to 50% and therefore the limit increases to €150,000.”

      The goal of the Agile Innovation Fund is to increase the amount of spending by indigenous companies of all sizes on R&D across the economy.

       

      Local Enterprise Office support

      Oisin Geoghegan, Head of Enterprise at LEO Fingal, advised companies that are not Enterprise Ireland clients to get in touch with their Local Enterprise Office.

      He said: “Providing assistance and funding for R&D projects or innovation is one of the core reasons why the Local Enterprise Offices are here. R&D is not just about wearing white coats and having a lab. Most of the businesses we are dealing with could potentially apply for and receive R&D grants

      “We want to see more applications from SMEs and the LEOs will work with you to give you advice and guidance on the application process. It’s called Agile for a reason, the application process is straightforward, it’s online and we want to see applications processed and approved quickly.”

      Apply for the Agile Innovation Fund now.

      John Ferguson Ambition Asia Pacific 2

      ‘Phenomenal’ middle class growth in Asia Pacific an opportunity for Irish companies

      The growth of the middle class throughout Asia Pacific presents ambitious Irish companies with unprecedented opportunities, delegates at the recent Ambition Asia Pacific conference in Dublin heard.

      Some 23 million new ASEAN households are on track to earn more than US $35,000 a year by 2030 in what is “the fastest-growing, most dynamic region in the world,” said John Ferguson, Director of Country Analysis at the Economist Intelligence Unit, who provided an overview of growth trends and opportunities in the region.

       

      Growth rates in Asia Pacific countries

      In China, major strategic programmes such as Made in China 2025 and the long term Belt and Road construction initiative “are not going away”, he said.

      “Chinese growth is still just very modestly slowing down to around 6%,” he said. The government there is using monetary goals and fiscal policy to maintain that growth.

      Even allowing for the challenges facing China, “it’s still going to grow pretty reasonably well over the next couple of years,” he said.

      Growth prospects in Japan, at 1%, are much smaller, however. As a huge, developed and rich economy, it’s one in which there are still “a lot of opportunities” for Irish companies, he suggested.

      Much of that opportunity relates to Japan’s Society 5.0 initiative, the Japanese government’s focus on artificial intelligence, sensor technology and automation.

      “This is a huge initiative for the Japanese. That’s where some of the growth opportunities will present themselves in Japan, already a highly developed economy but really trying to push themselves with this fourth industrial revolution.”

      India represents a particularly “bright spot” in the global economy, said Ferguson, who predicted growth of around 7% on average likely over the next five years.John Ferguson Ambition Asia Pacific

      This compares with global growth of around 2% and Asian growth of between 4% and 5%. India’s growth outlook is “extraordinary”, he said.

      The primary opportunity in India, as in Asia Pacific countries such as Vietnam and Cambodia, is one of population development and subsequent growth in demand for consumer goods and services.

      With predicted growth levels of 5% and a large population, Indonesia is another really strong performer, again driven by the fast growth of its middle, or consuming, class, he said.

      Indonesia’s five-year growth rate forecast is almost double that of Singapore’s, at 2.9%. However, the additional opportunity in Singapore comes from its ease of doing business and its popular status as a launchpad from which to do business elsewhere in the Asia Pacific region, he said.

      So, while Singapore is growing a more slowly than some of the less well developed countries in the region, it’s still growing at “a pretty impressive rate of growth for economy at its stage of development.”

      South Korea is another mature market but still likely to show average growth of 2.7% over the next five years. “In our view, that’s a pretty reasonable growth for a country at that stage of development.”

      “The rising middle class in the Asia Pacific region is phenomenal. The world is moving east.Kevin Sherry, executive director Global Business Development, Enterprise Ireland

      Australia – another frequent launchpad into the wider region for Irish companies – and New Zealand are both stable economies but, cautioned Ferguson, both are seeing climate change and immigration becoming significant political issues.

      Kevin Sherry at Ambition Asia Pacific Conf.For Irish businesses looking at these markets, either as part of their supply chain or as end markets, it’s worth keeping an eye on regulatory initiatives in relation to either, he said.

      Enterprise Ireland is working with more than 600 companies who are doing business in the Asia Pacific region.  “Irish companies are used to winning in the Asia Pacific markets,” said Kevin Sherry, executive director Global Business Development at Enterprise Ireland.  “The rising middle class in the Asia Pacific region is phenomenal. The world is moving east.”

      Depending on what happens in October in relation to Brexit, Ireland may be the only English speaking country in the EU, a fact that presents challenges but opportunities too, he pointed out.

      Enterprise Ireland is expanding its footprint in the Asia Pacific region to help support Irish companies looking to capitalise on the growing level of opportunities there, opening new offices in Auckland, in Ho Chi Minh City, Vietnam, in Melbourne, Australia and in Shenzhen, China, he said.

       

      Read more Global Ambition articles on the opportunities for Irish companies in Asia.

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

      “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

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