Why ‘no’ is the most common word used in French business

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France is the most visited tourist destination in the world. Almost 83 million visitors a year make the trip to one of the most culturally rich and diverse countries in the world – and it’s easy to see why.

But visiting as a tourist, as many Irish people do, only scrapes the surface of the French psyche. How France deals with visitors is not always the same as how French business is conducted and it is important to discern the difference.

Irish business culture has evolved into an open, often informal and flexible solution-based environment, driven both by Irish innovation and the requirements of multinational partners. Given that we are an export-driven economy, we are outward facing by default and used to finding bespoke solutions.

 

How French business culture differs from Ireland

It could not be a more contrasting picture in France. French business culture can appear formal to the point of excess, governed by layered hierarchy and tiered bureaucracy.

Combined with French pride in putting their native tongue foremost, it may appear, at first, a difficult cultural barrier to overcome.

At Enterprise Ireland’s most recent Ambition France event, Irish exporters shared first-hand experience of French business culture.

By following the well-trod path to the UK, the US and the English-language friendly Benelux regions, Irish firms could be missing out on opportunities to break into one of the world’s richest countries. France remains a €2.5trn economy, with consistent growth. It is the world’s seventh-largest economy and the third biggest in the Eurozone.

However, for an Irish business keen to enter France, who has done its market research and established its product fit, it will soon become clear why the formality and ‘red tape’ exists.

France loves detail. Bureaucracy is there to establish – and protect – quality. Rather than act as a barrier for entry to the market, it levels the playing field for all competitors. It also means negotiations can be lengthy, and unlike the transactional price-based nature of, for example, the Netherlands, quality and attention to detail will be weighted highly in French business.

“It can seem bewildering,” Michael Stack, Managing Director of Tricel, the Killarney-based composites manufacturer told the conference. 

“But the rules are applied fairly and squarely. No-one is trading within our market outside of the regulatory system. It’s not just a rules-based country, it’s a rules-based country where rules are enforced. That makes it fair for everyone.” says Stack.

 

How to do business in France

It’s why, when doing business in France, one of the most common words heard in meetings will be “Non”. This is not a negative but actually 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.

“No doesn’t always mean ‘no’,” Nicola-Marie O’Donovan, Senior Agile Coach from BlaBlaCar, told delegates. “It will likely be the start of a conversation. In Ireland, we tend to say ‘yes’ too quickly. In France, an argument is usually the precursor to a discussion.”

 Formality must not be disregarded, even in looser cultural environments, such as the tech sector. Resist the urge for small talk and never ask personal questions unless invited to do so.

Within French organisations, it would be expected to inform senior figures ahead of team members of developments, even if it would seem to be non-essential information. Protocol matters.

Language skills will be mandatory if an Irish firm is to deal successfully in France or deal with French business partners. French is preferred and having a native French speaker on staff sends a very strong signal of your intent. It is quite normal to have a presentation deck in English but the discussion in French.

Do not underestimate French pride in their language. Make the effort to have marketing and web material accurately translated, preferably by a native French speaker.

“We went to a trade show early on in our venture in France and set up our display with our banner in French but it contained a grammatical error. Every single person who walked by our stand stopped and pointed it out,” Stack told the conference.

 

Get support from Enterprise Ireland

Language can be resolved, of course, with key hires and outsourced translation. Enterprise Ireland’s own GradStart programme will part-fund salaries of individual graduates with a language qualification in the key market helping to get your own boots on the ground in-country, something the French value highly.

Being there matters, agreed Eoin Licken, the Grenoble-based Commercial Manager of Tekelek:

“There is often surprise when a prospect sees me ringing on a French mobile, in French, and you can see the change of tone in the conversation as a result.” Eoin Licken explains.

If your product fit is right for France and you are prepared to adapt to French culture, be prepared for a rewarding foray into the market, said Stack. He added: “If you a want a market where you can compete, where quality is valued rather than cost, then you should seriously consider doing business in France.”

team discussing market research plan

Access premium business intelligence reports with the Market Research Centre

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The main ways client companies can utilise the Enterprise Ireland Market Research Centre

 

If you are interested in entering a new market or diversifying into a new sector, Enterprise Ireland’s Market Research Centre can help. Read how you can best use this Enterprise Ireland support.

Conducting market research can help to reduce business risks and assist your company to map out its journey to growing exports. To support client companies, Enterprise Ireland has invested in access to premium business intelligence databases in Market Research Centres in Dublin and eight regional hubs.

But how can you best access the Market Research Centre? Follow these five steps to make the most of your time there.

 

  1. Create your research objective

First, consider what the information you need will be used for and in what type of resource it is likely to be found. Resources provided by the Market Research Centre include:

  • Market reports
  • Country reports
  • Industry and sector reports
  • Company listings for lead generation
  • Trend forecasts
  • Journal articles

All of this information and research is provided by respected publishers and can only be accessed by clients within the Market Research Centre. The Centre’s information specialists work with a range of providers to ensure your company has access to the most up-to-date knowledge available. Once your research objectives are clear, then you are ready to take the next step.

 

  1. Explore the databases online

Get a sense of the databases you would most like to access at the Market Research Centre online before you make an appointment. You can even search for specific report titles here. By preparing in advance, and checking in with the Market Research Centre before your visit, you can ensure that relevant material is available when you need it and that your time is spent efficiently.

 

  1. Book an appointment

Contact the Market Research Centre to discuss your research request and to arrange a visit to the main centre in Dublin or to any of the eight regional office hubs. Currently there are facilities in the following Enterprise Ireland regional offices: Athlone, Cork, Dundalk, Galway, Shannon, Sligo, Tralee and Waterford.

To book your appointment, contact:

Phone: (01) 727 2324

Email: market.research@enterprise-ireland.com

Opening Hours: Monday-Friday, 9am-5pm.

 

  1. Stay up-to-date and social

The Market Research Centre blog is the best place to find the latest information about resources. This includes the most recent reports available to Enterprise Ireland clients, arranged into categories that are easy to search. From country-specific reports to individual sector research and Brexit-focused news, visiting the blog regularly will give you a sense of the breadth and depth of research and information available to consult during your visit.

You can also follow the Market Research Centre on Twitter to stay up-to-date with its latest news.

 

 

  1. Get guidance from information specialists

One big advantage of using the Market Research Centre is that you’re no longer alone. The Centre’s knowledgeable information specialists are readily available to guide you towards the most relevant reports and databases for your needs. The Market Research Centre’s information specialists can also help you to determine which reports are most relevant to your needs, or assist you with developing a plan of action on which sector or country you should start researching.

Conducting the right market research is vital for businesses to maintain their competitive edge and enjoy successful export growth. With Brexit a reminder of the importance of diversifying and discovering exciting new export opportunities, get the right support from Enterprise Ireland’s Market Research Centre.

Ambition North America Sean Davis

Ambition North America: Think big, act small

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Scaling into North America is sometimes prefaced with the advice: “Go big or go home”. There is an important caveat that can get overlooked when aiming to expand there, namely: think big, act small.

For Irish firms who are trying to scale into North America, the principles might first appear to be mutually exclusive. But according to Irish business leaders at the Ambition: North America event organised by Enterprise Ireland, they are, in fact, complementary.

Entering the market is the hardest step. Servicing your first client or order, and ensuring your product fits, your price point meets market expectations, and delivering on your promises, will all allow your company to scale on a solid footing, attendees heard.

 

Huge potential for a small first step

That first small step is well worth it, given the size of the region’s markets. Despite the rise of China, the USA remains an economic giant, currently enjoying a decade of unbroken growth –  last year nudging 4.95% – and a GDP of $20.49trn. It is the world’s largest economy, with its service sector accounting for 80% of GDP and is the world’s second-largest manufacturer. Imports rose from $2.9trn in 2017 to $3.1trn last year – with Enterprise Ireland-backed companies exporting $3.7bn in 2018.

(Source: Going Global: Exporting to the United States. Download the market guide now.)

Canada remains strong too, with its CAD$2trn economy the world’s 10th largest. Enterprise Ireland-backed companies exported just under €350m of goods and services there in 2018, a 4% increase on 2017.

(Source: Going Global: Exporting to Canada. Download the market guide now.)

 

Impact of medical errors focused Pharmapod on North America

Ambition North America Leonora O'BrienLeonora O’Brien, CEO of Pharmapod, a cloud-based solution for reducing medical errors, chose Canada above other export markets after studying mortality rates in North America.

“Medical errors are the third leading cause of death in the States, so North America for us was always in the business plan we built over seven years ago,” delegates heard. Because Canada was part of an English-speaking network of countries that share pharmaceutical best practices, Canada seemed an ideal launch pad.

“We knew that Canada would be quite similar in the way they operate the healthcare system,” said O’Brien. Validation came through a social media post by a mother who lost her eight year-old son to a medication error. O’Brien met the family who had been campaigning heavily across Canada for regulation changes and as regulators stepped in, Pharmapod became a solution the market needed.

Pharmapod’s careful steps into the market are now paying off. “Canada is our largest market and the bulk of our revenue now comes from there,” O’Brien said.

 

Brexit prompted Combilift to shift focus to US

Monaghan-based fork-lift manufacturer, Combilift, has enjoyed strong growth in its 21 years but with Brexit affecting its UK market, it shifted focus to the US.

“Our goal was to target and grow within the North American region,” said Anthony Rooney, Combilift’s North America Sales Director.

“We went to trade shows that specifically targeted our end user. Our research told us that our customer had pinch points in certain sectors, so we targeted that sector. This allowed us to talk to the owners of those businesses at those shows. It was a humble beginning, at a 3 x 4 stand trying to stop people for a chat.” says Rooney.

Learnings allowed the management team to ultimately make informed key hires on the ground that would grow their business.

“It was key to get the right people that we employed directly in the right areas and get them talking to important partners.”

Carlow-based Netwatch now spans four continents and decided to go west rather east when it thought to expand exports of its security monitoring product.

Key to entering the US was making hard decisions about their business model during the last recession. CEO David Walsh said they switched from a product-based model to a SaaS service model, as well as bringing all R&D in-house.

Ambition North America Netwatch CEO“It was critically important to have a unique value proposition, and this allowed us to do that, so when we told our story in the states it had a genuine value proposition.” said Walsh.

Selling their story to US clients saw Netwatch embedding its team for two years stateside to train and recruit “successors who would make them redundant”, said Walsh.

“We kissed a lot of princes who turned out to be frogs,” he said, “but we learned an awful lot in the process. Getting the right people into the organisation who have the smarts, are articulate enough to present our value proposition and whose personalities naturally align with our business culture is paramount.”

Irish success in North America is a series of ambitious small steps.

GradStart

5 ways GradStart can help you to attract and retain graduates

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Talent is one of the business world’s most valuable resources. The ability to attract, recruit and retain, ambitious, highly skilled employees is a must for every Irish company aiming for success in exporting markets.

Irish companies with the ambition to grow exports, will benefit from developing a competitive edge to attract the motivated and highly skilled talent they need. Enterprise Ireland’s GradStart offers just that. In addition to financial support, GradStart provides invaluable guidance on how to attract, retain and build long-term relationships with graduates.

Here are five ways GradStart can help you.

 

1. Know your strengths

Competing for top talent can be difficult for SMEs, due to competition for skills in the marketplace. In some cases, smaller businesses can also lack a dedicated department to focus on skills attraction and promoting the company brand. However, it’s important for Irish companies to develop a talent attraction strategy and articulate the strengths that make them attractive employers for many graduates.

Helen McMahon, senior executive for Client Skills with Enterprise Ireland, comments:

“There’s something really exciting about working for an SME. Employees have access to more business areas than they might in large multinationals, where roles are often strictly defined. Graduates get the opportunity to work with senior management teams, have more exposure to a range of processes and systems, and the potential for more responsibility at an earlier stage in their career development. Above all, there’s a chance to really make a difference in a smaller company.”

Accessing GradStart helps companies to gain confidence and expertise in these benefits in order to market them to the highly skilled people that can help their business to reach the next level.

 

2. Define the role

Be clear about the skills your company needs and remember that it should include both hard and soft skills. Hard skills include technical expertise and knowledge of a particular system or a way of working. Soft skills, such as the ability to build relationships; work as part of a team, manage people effectively, and creative problem solving, are just as important.

Helen explains: “To apply for GradStart, a company needs to have defined a specific role for a graduate, and there must be an underlying business case for the role.”

For example, a company may want to attract a graduate with specific skills attached to a particular project. Not only must the company be clear in their GradStart application about why those skills are needed, but it should also be clear on the importance of the project to the company’s overall development and export growth. Clarity on the job role and project will make your company more attractive to discerning potential employees.

 

3. Build a career path

Bright ambitious candidates are interested in more than salary and perks. Particularly at the outset of their career, good candidates want to know that a job will enable them to develop their skills and expertise.

Helen adds: “It’s vital to show graduates that you are thinking of their career path as much as they are. You’re looking to build a long-term relationship and you need to show them that you are committed to helping them grow and develop.”

Investing in a good employee’s development is one of the best ways of ensuring they stay with your company. Research indicates one common reason people leave companies is that they feel they have stopped learning and developing. Very often, they go in search of new challenges, rather than more money.

As part of the GradStart programme, you are required to plan a career path for your potential recruit, the focus on which can also be attractive to potential candidates.

 

4. Think long term

If a graduate employee eventually leaves your company, it is often wise to maintain a strong relationship with them. Opportunities to collaborate may appear later, or a role that suits them perfectly may be created within your company in the future. A strong relationship with previous graduate employees can also be an on-going source of valuable industry intelligence.

Helen comments: “When you’re recruiting a graduate, you aren’t just selling the idea of joining your company, you’re selling the idea of becoming part of an industry or sector. You want them to feel that this is an exciting industry with lots of opportunities. Even if they do someday move on from your company, it can be very beneficial if they stay within your industry.”

 

5. Use recruitment tools

As part of GradStart, you will be supported through the graduate recruitment process. You will be encouraged to advertise your new position on Enterprise Ireland’s dedicated website for graduate offers and initiatives – gradhub.ie.  This site is directly linked to GradIreland, which has access to 80,000 graduates approximately. You can, of course, source a graduate yourself. It is important to remember that, to qualify for GradStart, the employee can’t have previously worked with the company or be working there currently.

 

What does GradStart offer?

GradStart provides financial support for a company to recruit up to three graduates for a duration of two years each. The support covers 50% of a graduate’s yearly salary, up to a maximum of €15,000 a year in grant aid (ie a salary of €30,000) for two years.

For graduates with proficiency in a language relevant to the business role, the grant increases to 70% of the salary, up to a maximum of €21,000 a year for two years.

It is available for Irish graduates or for overseas graduates, based either in Ireland or overseas. The graduate must be paid by an Irish company to access GradStart funding.

Get the support you need to step into new markets.  Check your company’s eligibility on this link below.

Apply for GradStart now.

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

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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.      

GMIT 2 - How the Commercialisation Fund supports the journey from lab to market

How the Commercialisation Fund supports the journey from lab to market

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“The Commercialisation Specialist has been excellent in terms of advice and pushing the commercial agenda.”

Dr Liam Morris, Senior Principal Investigator, GMIT

Key Takeouts:

  • Researchers in Enterprise Ireland’s Medical & Engineering Technology Gateway in Galway-Mayo Institute of Technology are developing a novel device for treating heart failure.
  • Enterprise Ireland’s Commercialisation Fund is supporting the development of the technology and the validation of its commercial potential.
  • The team has applied for a patent and are planning further research before spin-out.

Case Study: Galway-Mayo Institute of Technology

Dr. Liam Morris is a lecturer and co-principal investigator in the Medical & Engineering Technology Gateway in Galway-Mayo Institute of Technology (GMIT). He’s currently undertaking research and development on a device for the treatment of heart failure and has received support from Enterprise Ireland’s Commercialisation Fund to investigate its commercial potential.

GMIT 4 - How the Commercialisation Fund supports the journey from lab to market “The idea for the device came about when we were approached by industry people who were looking for a solution relating to treating heart failure in a specific way. We had developed a solution related to aneurysms so we decided to take that and evolve it so that it could be repurposed and applied to another heart failure indication.

“As an Institute of Technology we are more on the applied science side of things so there is a good fit with the idea of commercialisation,” says Morris.

Having been involved with Commercialisation Fund projects before, including working on the first product to be licensed in the GMIT, Morris knew that Enterprise Ireland should be his first port of call. With advice and input from colleagues and from an Enterprise Ireland Commercialisation Specialist, he applied for and secured Commercialisation Fund support.

 

Building the team

Recognising that having the right technical and commercial skill sets in place is vital for project delivery and success, Morris then turned to the crucial task of building the team to take forward the project.

“It’s all about getting the right individuals around you,” says Morris. “You need to know what that team should look like. The Commercialisation Specialist’s advice was invaluable to me in terms of detailing the skill sets that we needed.

“You also need to look realistically at the salaries you’re offering because you want to attract the right people and you’ll be competing with industry for them.”

Through the Commercialisation Fund, Enterprise Ireland ensured that Morris could offer salaries that would attract the skill sets and experience needed for the project.

Sharon White joined the team in 2017 as the senior engineer. With industry and regulatory experience in a multinational company she was exactly what Morris was looking for.GMIT 3 - How the Commercialisation Fund supports the journey from lab to market

After 13 years in industry, White was looking for a change and became aware of the project through industry contacts.

“This project was a chance to be involved in something from the start, which is not an opportunity you get in industry,” says White.

Also you have the scope to build the device in the way you want to rather than doing what layers of management above you are telling you. It really appealed to me. I could bring my own knowledge into it but I’d learn a huge amount as well.”

Neither Morris nor White had any real business experience, which they knew was critical to the project. That role has now been filled by Jonathan Bouchier-Hayes who works as the project’s commercial executive.

“Jonathan has really made a difference to the project. Whereas Liam and I look at things purely from a technology perspective, Jonathan will ask – who is going to buy it? Is it viable commercially? Are we VC ready? He looks at things in a different way. We’ve learnt that it may take a side-step from where you are to get where you need to be,” says White.

“In terms of the next challenges Jonathan has given us a very good understanding of what we need to do,” adds Morris. “We’re applying for a patent and he has brought a fresh pair of eyes to that and a commercial head. He also has lots of contacts so we’ve been able to talk to people who are in a similar position.”

 

Planning the next steps

Securing their intellectual property is a critical element but research is also required to fully develop the device so the team has applied for funding through the European Research Council.

“The Commercialisation Specialist has been excellent in terms of pushing the commercial agenda. They advised us on all aspects of funding and introduced us to people who can give us insights into the funding process. They also put us in contact with an expert on clinical research who is advising us on the pre-clinical testing needed for the device,” says Morris.

GMIT 5 - How the Commercialisation Fund supports the journey from lab to market This clinical perspective has been essential for advancing the prototype development and potential clinical value of the technology.

Further support on the business side has come through Enterprise Ireland’s Mentor Programme.

“The mentor acts as a sounding board. Our mentor has a multinational perspective so that brings another dimension to the business side of things,” says Morris.

Morris and White have also benefited from attending some Enterprise Ireland medtech events.

“It’s useful to hear venture capitalists explain what they’re looking for and it helps to see what other people are doing and what the standard is from the spin-out perspective,” says Morris.

White adds: “The Big Ideas event was very beneficial. It was a great networking opportunity and opened doors to venture capitalists.”

For more information about applying for Enterprise Ireland’s Commercialisation Fund, contact your Technology Transfer Office.

Help your company grow by using the Market Research Centre

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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

      How Cala Medical turned academic research into life-saving technology

      How Cala Medical turned academic research into life-saving technology

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      Key Takeouts:

      • Cala Medical, a spin-out from the University of Limerick, has developed a ground-breaking treatment for sepsis.
      • Enterprise Ireland’s Commercialisation Fund supported the technical development of the product and the validation of its commercial potential.
      • The company has recently secured funding to enable it to move to clinical trials.

      Case Study: Cala Medical on Enterprise Ireland’s Commercialisation Fund

      Getting research out of the laboratory and into the marketplace requires vision, hard work, commitment, teamwork and more than a dash of courage. That’s something Dr. Jakki Cooney, Chief Scientific Officer at Cala Medical, a spin-out from the University of Limerick, knows only too well.

      The tenured academic, who still works part time as a senior lecturer, was researching an enzyme that destroys a molecule called C5a, with her colleague Todd Kagawa, when the prospect of commercialising their work raised its head.

      “We realised that we could turn this enzyme into a powerful therapy for sepsis. There was no going back from that. I felt we were obliged to go down the commercialisation route,” says Cooney.

      I’m an academic, get me out of here!

      Cala Medical on Enterprise Ireland’s Commercialisation Fund 2

      “One of the issues for me was that I don’t have a commercial bone in my body and no desire to be CEO of a company,” says Cooney. “I knew I’d need support on the business side. I was aware of Enterprise Ireland’s Commercialisation Fund and with help from the university’s excellent research office I filled in the application form. Then I reached out to a former colleague, Dr. Brian Noonan.”

      With 16 years as Director of Research at AstraZeneca in the US, Noonan’s background was turning science into products. “I’d known Jakki for many years,” says Noonan. “I knew the quality of her work and came on board with the project, initially part time. My first role was to work with Jakki and Todd to turn a really interesting research idea into something commercial, looking at how we could fine tune it and find a market for it.”

      The financial support provided by the Commercialisation Fund was essential in enabling Noonan and Kagawa to join Cooney on the team.

      “I knew how important it is to fund the skills level that you need on the project. I needed senior staff and Enterprise Ireland recognised and supported that. Their input at this stage also helped to hone the project,” says Cooney.

      With the team established and Commercialisation Fund supports in place, including a dedicated Commercialisation Specialist, the team set about developing its proof of concept.

      “One of the challenges for me at this stage was what I call backfilling,” says Noonan. “The initial product and data were great but because the team weren’t originally thinking about it as a product there are things that you have to go back and do to make the story more complete. There’s a different set of criteria that have to be looked at if you want to bring something to market.

      “It can also be a challenge to distill the idea down into something that you can pitch to investors so it was my job to work with Jakki and Todd to cut through the detail to achieve that.”

      As they worked to achieve proof of concept, the team was supported Case Study: Cala Medical on Enterprise Ireland’s Commercialisation 3by the Commercialisation Specialist who facilitated introductions and enabled access to Enterprise Ireland’s library of specialist reports.

      Cala Medical spun out in 2017 and since then has strengthened its team with the addition of business and clinical experts. It secured follow on-funding from Enterprise Ireland’s High Potential Start-up Fund and has also attracted angel investment.

      “Our next step is to move to clinical trials over the next two to three years, with the prospect of then achieving CE marking and getting to market within four years,” says Noonan.

       

      Facing the challenge as a team

      Cooney admits that there are pressure points along the commercialisation journey. “There was a period between the Commercialisation Fund project ending and getting investors on board, when the company just couldn’t pay out salaries. I still had my university work but Todd and Brian had to run on faith. We got through it because we were committed and stubborn, and it’s paying dividends now,” says Cooney.

      “Academics can be shy and unwilling to come out of their labs but it’s important that their ideas do get out. This experience has taught me not to be afraid; if another idea came along I would definitely go for it. I understand what’s involved on the business side now but I still couldn’t do that side of it. I believe the team is as important as the idea. Look at your skills and get other people on board to do what you can’t. And make use of the support available.”

      For more information about applying for Enterprise Ireland’s Commercialisation Fund, contact your Technology Transfer Office.

      Iberia

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

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      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.

      How Modubuild Became the Go-To Contractor for Global Data Centre Providers

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      “When we did finally take the plunge to grow our business internationally, our growth skyrocketed and today we’re delivering multiple multimillion-euro projects  simultaneously.” 

      Kevin Brennan, co-founder and managing director of Modubuild

      Overview:

      • Sector: Construction, Data Centre industry, Biopharma and Pharma
      • Markets: Netherland, Sweden, Belgium, Germany, Finland,
      • Supports: Job Expansion Fund, Enterprise Ireland’s International Office Network

      Case Study: Modubuild

      The world is producing more data than ever and the need for high-capacity storage systems has never been greater. In fact, TechNavio said it expects the data centre market in Europe to surpass $25 billion in 2023, a compound annual growth rate of 11% since 2019 — and Kilkenny-based Modubuild is banking on being a big part of that.

      Established in 2006, Modubuild provides on-site modular construction solutions on some of Europe’s largest high-tech projects, primarily in the data centre, biopharmaceutical and pharmaceutical sectors. The company also operates a 140,000-square-foot off-site production facility in Castlecomer, where entire high-tech building modules are constructed within the factory and then transported to sites across Europe.

      Modubuild has grown an average of 45% year-on-year for the last six years, with significant contracts in Ireland, the Netherlands, Belgium, Germany, Sweden, the UK and Finland. Its customers include leading global data centre providers, as well as biopharma companies such as Amgen, Eli Lilly, Pfizer, MSD and more.

      “We were a small Irish company for a number of years. When we did finally take the plunge to grow our business internationally, our growth skyrocketed and today we’re delivering multiple multimillion-euro projects simultaneously,” reveals Kevin Brennan, co-founder and managing director of Modubuild, noting that the right support has been essential to the company achieving its global ambitions — and Enterprise Ireland has been a key partner on its path to growth.

       

      The Netherlands: a gateway to Europe’s data centre industry

      Modubuild wasn’t always in the data centre business. Back in its early days, the company provided specialist modular fire and explosion systems for pharmaceutical companies and infrastructure projects such as the Limerick Tunnel and Dublin Airport. But it wasn’t long before Kevin and his team noticed a gap in the market for companies that could deliver high-tech data centre systems quickly and in multiple locations throughout Northern Europe.

      “We wanted to grow the company internationally and we wanted to become the leading international player in high-tech modular construction, to do this we knew we needed to grow our team and partner with the right organisations in our target markets,” Kevin says, explaining the reason behind Modubuild becoming an Enterprise Ireland client company in 2014. “We knew that Enterprise Ireland could introduce us to various partners in target markets and could also help us with funding to hire the additional staff we needed at the time.”

      With the help of Enterprise Ireland’s Job Expansion Fund, which provides grant support of up to €150,000 towards the recruitment of additional employees, Modubuild was able to grow from 10 to 20 employees, enabling it to invest in picking up opportunities in new markets.

      “A lot of small businesses might think twice about hiring people because of the cost blow,” Kevin says. “Whereas, if you have the financial support behind you from Enterprise Ireland, it makes it that little bit easier to overhire people in advance of winning contracts.”

      In 2015, Modubuild won its first large international contract — a data centre project in the Netherlands, worth €8 million, for a client that the company had previously worked for in Ireland.

      “That was our biggest contract up to that point and it was in a new market so it was a double win for us,” Kevin recalls, adding, “From this, we developed a reputation as a company that could deliver large, complex, fast-track projects internationally. At the time, it was one of the largest data centre projects in Europe.”

      That said, there was more to entering the Dutch market than winning a contract there — Modubuild needed local advisors and partners that could guide the company on the legal and tax compliance front. Enterprise Ireland recommended a law firm that could offer advice around contract, legal and tax requirements as well as an accountancy firm that could help with day-to-day work related to labour, payroll and local compliance.

      Since then the company has continued to ramp up work in the Netherlands — there are currently multiple multi-million projects ongoing — and, with Enterprise Ireland’s support and guidance, opened an office in Amsterdam in January of this year.

      “Enterprise Ireland arranged for Kevin Kelly, the Ambassador of Ireland to the Netherlands, to attend the official opening and we got a nice bit of PR around that,” Kevin says, adding that something similar is planned in the coming months when the company will announce the opening of a new office in Brussels. “We recently set up a regional office in Belgium where we have won our largest project to date. We have also secured significant contracts in Finland and Sweden, so we expect to see continued strong growth across the Benelux and Nordics regions in addition to Ireland and the UK.”

       

      Scaling for future growth

      With the digital universe expected to reach 44 zettabytes by 2020, fuelled by the Internet of Things and the use of connected devices, the global data centre industry shows no signs of slowing down — and either does Modubuild.

      “We’ll continue to grow our international data centre business. Every year we’re picking up more contracts and larger contracts, which is causing us to grow across Northern Europe and we expect to enter some new markets within the next year such as Norway,” Kevin says.

      He also sees the off-site facility as a major factor in Modubuild’s future growth.

      “We’re the only company in Europe with an off-site facility that can produce these high-tech buildings and it allows us greater control of quality, greater efficiency and enables us to export a higher value product, meaning we can do more of the value-add within Ireland before we ship out the buildings” states Brennan.

      And because a strong team will be central to such growth, Modubuild is in the middle of a major recruitment drive and has hired 20 additional people in the last 12 months, bringing its total to 45 direct staff as well as over 200 indirect employees.

      “I expect that Enterprise Ireland will help us with more job expansion funding and by making key introductions as we enter new markets,” Kevin shares, adding that he’d urge any Irish company that’s considering a move to talk to Enterprise Ireland and to other companies who have successfully diversified their client base. “It’s extremely worthwhile to move into new markets. The benefit of scaling your business internationally is that you’re not dependent on any particular market. Even if things are quieter in Ireland, when you have multiple different markets, you spread your risk.”

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

       

      World class Irish companies have rising ambition levels for Japan

      World class Irish companies have rising ambition levels for Japan

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      Pat O’Riordan, Overseas Manager for Japan and Korea at Enterprise Ireland, describes what Irish companies need to succeed in one of the world’s largest and most sophisticated markets.

      Irish exporters are waking up to fresh opportunities in the Land of the Rising Sun. While the country may not have regained the stellar growth rates it enjoyed in the 1980s, Japan remains the world’s third-largest economy. Japan’s corporates, driven by the stellar performance of the export sector, are cash rich with strong balance sheets.

      It’s also highly attractive, as a “rich, advanced and sophisticated market. It is respectful of intellectual property and open to world class innovation,” O’Riordan adds.

      Growing our ambition in Japan

      If we have in the past “lost concentration” on Japan, it may be because of the considerable barriers to entry. We are now fortunate to have an increasingly sophisticated and globally ambitious base of client companies, and a market which is more open to external trade.

      “Companies best positioned to win in Japan share particular attributes,” O’Riordan says. These are world-class technology, products or services; high levels of innovation, and management that is committed to – and able to handle – the lengthy sales cycles and demanding customer services levels common in the market.

      “Companies really need to be strategically interested in the market to engage. For those who do, the prize is a market of scale and sustainability.”

      A ‘hard sell’ rarely works. “Companies coming in here sometimes don’t appreciate how serious the Japanese are about detail. They will want to know who is funding you, how long you have been around for and how long you’re likely to be around for. Your first presentation slide should not be about your technology, or your value proposition, it’s about your heritage and sustainability as a long-term partner,” says O’Riordan.

      Be ready for Japan’s most pressing questions

      Expect demanding technology and customer service requirements. “Japanese people will ask multiple questions before they buy. They are data-driven, technology-driven, and very service driven. Take the questions as a compliment, they are investing their time in you,” he adds.

      While there is potential across a variety of sectors, from fintech to travel tech and medtech, opportunities often emerge as a result of policy and regulatory changes. That has occurred in relation to eldercare, as the country’s aging population generates demand for both assisted living solutions and medtech innovations. In relation to renewable energy, opportunities can be found in Japan’s search for ways to reduce its dependency on nuclear power.

      Changes in its visa rules have opened it up to unprecedented levels of tourism, with numbers on track to reach 40 million visitors per annum by 2020, driven also by the arrival of low-cost carriers into the country.

      Plan your market entry strategy for Japan

      Between 2014 and 2018, companies backed by Enterprise Ireland saw year-on-year growth of 14.5%.

      “Companies that get it right can and need to scale up in Japan. To succeed you need to be resilient on the way in and have an ambition and scale agenda to realise a return on investment.”

      Read how Connolly’s Red Mills became the largest importer of premium horse feeds in Japan

      Irish companies considering a market entry strategy for Japan should undertake high level-research and then carefully verify and validate it. Once you have established a good product/market fit, look for partners – Enterprise Ireland can assist with both.

      In Japan it’s not just the language that creates an additional barrier, but the business culture, which must be appreciated and understood. As such, we advise companies to expend shoe leather in market.  There is no substitute for visiting repeatedly to understand the nuances of the market. Ultimately it makes the decision to invest in an on the ground presence a much easier one.

      The recent EU Japan Economic Partnership Agreement provides for a much-improved free trade environment between EU and Japan across several categories, which “will add significant momentum to Ireland and Japan trade relations, not least in the food sector,” he says.

      Taking the time required to win your first customer will pay dividends. “If you can point to a satisfied Japanese customer, there is no more powerful reference customer across Asia,” says O’Riordan.

      The overarching message on Japan is that it very open to and welcoming of world class Irish companies with good product market fit and an ambition to scale. It is proving to be a very rewarding market for committed Irish companies, as is evidenced by the export performance of our clients in recent years and rising levels of ambition for the market.”

      How success at home helped Connolly’s Red Mills win in Japan

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      Kilkenny-based Connolly’s Red Mills makes scientifically advanced nutrition and healthcare solutions for animal health, well-being and performance.

      The fifth-generation family-owned business was set up in 1908. It is led by chief executive Joe Connolly, chief operating officer Bill, and business development manager for exports Michael. The brothers work with the next generation of Gareth, William and John Connolly, and a dynamic management team, to drive the business forward. The company employs 320, working on three main strands: a vertically integrated domestic feed and grain business; the manufacture and sale of pet foods in 40 countries; and the manufacture and sale of premium horse feed into 80 countries worldwide.

       

      How Connolly’s Red Mills became a global leader

      Its premium horse feed is used by some of the world’s most successful race horses, show jumpers and dressage performers.

      “In the field, we are considered a global leader, selling right across the northern hemisphere, and beyond that, as far away as Australia. Enterprise Ireland has supported us significantly with research and development, which was the key to our success, especially in Japan,” says Michael Connolly.

      “We received funding from Enterprise Ireland for market research and product development for specific markets, including customisation and localisation.”

      Connolly’s Red Mills’ success at home helped it succeed abroad. “Race horses are the best paid athletes in the world. We were able to piggy back on the success of our Irish breeders and trainers, to follow our customers, and their customers, around the world,” says Michael.

      The UK was the company’s first export market, which it entered in 1985. Throughout the 1980s and 1990s it grew sales across Europe. In 2004 it entered Japan.

      Connolly’s Red Mills initially sought to sell pet foods into Japan but found there was greater opportunity for horse feed. “Japan has a very wealthy racing industry. It has prize money of around 10 times the average amount you’d see in Ireland,” he says.

       

      Prepare to do business in Japan

      Success wasn’t assured. Connolly found Harvard Business professor Geert Hofstede’s view of Japan, that it is the most ‘foreign’ country from a business point of view, to be true.

      “The biggest difficulty is communications. That is not translation, it’s the fact that what is not said in a meeting is what often counts most. But if you don’t know what should have been said, you won’t know what that means,” says Connolly.

      If you have the right product and are prepared to put in the time building relationships, you can succeed. “Your business has to hit all the markers they want to see, which is sustainability, profitability and growth, which thankfully align exactly with our own values at Connolly’s Red Mills,” he says.

      Customer acquisition takes Connolly’s up to four times longer in Japan than it does elsewhere.

      “Where it might take three months in France, it will take 18 months to two years in Japan,” he says.

      Business meetings are highly structured and formal. Irish people’s traditional bonhomie can work against us, he cautions. Not handling business cards with due deference is a case in point.

      Japan has a very hierarchical business culture, to the point that business teams meeting across a table must sit opposite one another in order of rank.

      “Often it is in the après meeting, when things relax a bit over a meal, that deals are really done and compromises are made. Decisions are very much done on the basis of consensus. Trust is hugely important and has to be built up.”

       

      Japan rewards right product and right approach

      If you have the right product, and approach the market in the right way, you can reap the reward. Today Connolly’s Red Mills is the largest importer of premium horse feeds in Japan, with 30% market share of premium horse food.

      Enterprise Ireland’s Japan team provided practical on the ground assistance in relation to introductions, itineraries, and local expertise, including setting up meetings and providing information about how to set up a company in Japan.

      “It helped us interpret business culture and ensure business and tax compliance. It was also a keyhole into the Irish business community in Tokyo, which was invaluable.”

      Japan is not for the fainthearted, he cautions. “It is an exacting market. It has to be a strategic move and you have to have your research done.”

      But get it right and it will pay dividends. “Japan is a homogenous market which means that if you can win a small part of it, you can win a large part of it.”

       

      Read more on doing business in Japan and the support available from Enterprise Ireland.