Anne Lanigan Enterprise Ireland

Market Watch – A view from the Eurozone

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Anne Lanigan, Director of the EurozoneThere is no doubt that the impact of COVID-19 on mainland Europe has been profound with most countries operating on a skeleton crew of essential businesses and services. However, Anne Lanigan, Regional Director, Eurozone, for Enterprise Ireland, says goods are still moving and it is possible to do business.

 

Key Takeaways:

  • The situation is evolving daily and the 45 strong Enterprise Ireland team on the ground in the Eurozone are working and available as normal, albeit remotely to be of assistance.
  • Business is still moving although slower, particularly in the Medtech, Pharma, Construction, Food, eCommerce and other services sectors.
  • The innovation, flexibility and commitment of Irish companies will help them survive this crisis.

 

“A lot of sectors have been very badly hit, particularly in the hospitality, aerospace and automotive sectors,” she says. “High tech construction of pharma facilities and data centres is still continuing, with some challenges in Germany and the Netherlands. Pharma, Medtech and Food still continue as best they can, and we have good examples of clients in the technology, eCommerce and employee engagement sectors who are experiencing growth. However, for many sectors things are likely to get worse before they get better.”

“I would encourage Irish exporters to make contact with customers, partners and distributors. Communication is crucial at this point. Getting an understanding of the situation your customers are in will help you in forward planning and may help you to deliver an immediate or different solution. In addition, the contact you make now will be appreciated and remembered once we are over this crisis.”

Speaking to customers over the telephone or in a virtual meeting, rather than by email, will offer a much better opportunity to engage and get insights into their situation, what their future plans are and how you might feature in those future plans.

Depending on staff availability and the level of slowdown, Lanigan says some businesses may be able to use this time to build their export capability.

“This could be an opportunity to do market research, a very important element of successful exporting” she advises. “This crisis is temporary so fundamentally it’s still important to validate markets and sectors for your products and services, carry out competitive analysis, build a pricing and communication strategy and develop a strong market development plan.

Doing an online language course for an hour every day might also be a welcome break away from home working while also building up a necessary skillset for exporting to Europe.”

The Eurozone director says there are many supports available to Enterprise Ireland clients as well as government supports available to all companies. These can be found on the Enterprise Ireland Covid-19 business response pages and new supports will be added as soon as they become available. Specific market supports such as the Market Discovery Fund are of course still all available. And Eurozone Market Advisors can provide specific information on supports available locally in their markets.

“Alongside the obvious market challenges, we are seeing a number of other challenges. Our clients are in some cases finding it difficult to engage with customers who are busy trying to resolve their own internal problems,” she says. “Movement of product is also more complicated as extra paperwork is required in some locations. It’s also difficult to get clarity regarding the movement of people as the situation is evolving. However, we continue to assist client companies in meeting buyers (virtually), and we are seeing business deals– it’s not anything close to normal but it is still moving.”

“In addition, in every crisis there are opportunities. Irish companies are typically highly innovative and are quick to pivot. Our clients are known for their flexibility and can change focus quite quickly so there is the possibility to adapt products and services to win business in new markets and new sectors.

Lanigan says the key to surviving this crisis is to stay close to customers, demonstrate flexibility, and be innovative:

“Markets will start to open again so we need to ensure that we are ready to get going when we come out of this crisis.”

“Enterprise Ireland Market Advisers are available to help. Our team across the Eurozone are working remotely and contactable by phone or email for one-to-one support. Our priorities are to respond to particular requests from clients and to proactively support clients to continue to do business. In addition to supporting contact with customers, distributors and partners, Market Advisors can also provide advice and help with local market knowledge on the evolving situation and help deal with particular issues as they arise. If you haven’t had recent contact with your Enterprise Ireland Market Advisers please get in touch with your Development Adviser who will make the introduction.”

“Irish companies are known across Europe for being innovative, flexible, easy to work with and committed. These characteristics will stand to us and help us through this difficult period.” says Lanigan.

 

Portwest – targeting new markets with GradStart

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GradStart

 

“Bringing linguistic graduates onboard allowed us to bring in talent that could research Spanish and French speaking territories, and open opportunities for our sales teams, which contributed to our target of 20% growth.”

Deirdre Clarke, HR Manager, Portwest

Overview:

  • Portwest is a market leader in the design and manufacture of stylish, comfortable, high-quality workwear that meets recognised international standards.
  • With customer support staff in over 120 countries, the company used Enterprise Ireland’s GradStart initiative to attract fresh graduate talent with French and Spanish language skills to research new markets and drive business activity.
  • The GradStart programme offers salary support of up to 70% for the employment of graduate talent to assist companies when expanding into new markets.

 

1. What attracted you to get involved in GradStart?

We are very fortunate to have a great Development Advisor (DA), who consistently keeps us informed of programs which may be of benefit to our specific business. As we had already taken part in the similar G4IG program, we felt that GradStart would be another fantastic initiative from Enterprise Ireland to help with the development and international growth of our business. At that time we were also in the process of developing a formal Portwest Graduate Program. The timing was ideal for us as GradStart gave us the additional option of introducing a linguistic element to this program.

 

2. What did GradStart allow you to do that you wouldn’t have done otherwise?

GradStart allowed us to provide opportunities to newly qualified graduates at our headquarters here in the West of Ireland, and to include a linguistic dimension to our commercial team which up to now was 100% English speaking. We now have two talented graduates with French and Spanish capabilities who are able to help us explore new market opportunities In particularly across South America and Mexico.

 

3. What challenges and/or opportunities did GradStart help you address?

We had struggled with the exploration of non-English speaking markets. Bringing linguistic graduates onboard allowed us to bring in talent that could research Spanish and French speaking territories, and open opportunities for our sales teams, which contributed to our target of 20% growth. In turn, this allowed us to provide further job opportunities in these regions as we were able to justify the recruitment of sales staff to follow through on the opportunities identified by our graduates.

 

4. Which areas of the business did the graduate contribute to?

Market research and explorative work in heretofore unexplored territories. This is ongoing and while GradStart partially funds the salaries for such graduates for a two year period, we would envisage the continuation of such due to the success of these roles and how the program helps contribute to Portwest’s growth.

 

5. Were there any learnings from your participation in GradStart that you have taken forward into your business.

We have learned that only hiring experienced staff with x years’ experience in x industry can be limiting. Hiring graduates with their fresh approach and up to date knowledge of their areas of expertise can truly contribute in a meaningful way to our corporate goals. Furthermore, the satisfaction of being able to bring these graduates straight from college to management roles within such a short space of time is highly rewarding for any employer. We currently have graduates in managerial positions in our sites in Australia, USA and HQ and will look to add Europe and the UK to this as part of our 2020 Graduate program.

 

6. Would you recommend GradStart to your business peers? If so, why?

This is a fantastic way to introduce a graduate program to your company if you do not already have one. We had previously brought in graduates on an ad hoc basis, but between G4IG and now GradStart, this meant that we were able to formalise a program and become confident in our offering. This is a fantastic opportunity for any graduate looking to kick-start their career and with Enterprise Ireland funding, it is wonderful that businesses can get involved in such a great initiative.

 

7. Which languages were the graduates skilled in?

French and Spanish.

 

8. Have you stayed in touch with the graduate?

Yes – our graduates are still with us as they joined us in September 2019 for a two year period. One graduate will remain on site here at Portwest HQ while the other, following an initial training period at Portwest headquarters, has now relocated to our Kentucky office where they will continue to work with our Sales, Commercial and Marketing teams on exploring new markets. We see this as an ongoing project now, and a model which we would hope to continue after our current GradStart program is complete.

Learn more about GradStart and how it can support your business growth.

How Payslip filled a gap in the multinational payroll market

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“Enterprise Ireland provided great support through its fintech network. They enabled us to leverage international channels and acquire clients.”


Payslip Founder & CEO Fidelma McGuirk

Overview:

  • Founded in 2015, Payslip empowers multinational companies to standardise global payroll processes and manage international data, resources and vendors on a single platform.
  • Began its seed funding process and applied for High Potential Start-Up support in February 2018.
  • Since then, Payslip has acquired 23 clients across Europe and the US, including LogMeIn, GetYourGuide and Airbus, and the company has plans to increase sales by 400% in 2020.

 

Case Study: Payslip

As CEO and Director of Operations for an international tax company, Fidelma McGuirk was in charge of company growth and management across 21 countries. At the time, her company was using a variety of payroll service vendors. Frustratingly, she found no existing technology that could automate, integrate, and streamline their global payroll operations. So, she decided to create a platform to deliver this.

Payslip provides automation and integration technology to multi-national employers to standardise their global payroll management. Payslip technology integrates with human capital management and accounting/ERP systems, automating payroll processes and standardising global payroll data and reporting. With Payslip, multinational clients can centrally manage their global payroll operations with visibility, control and governance as they expand operations across borders.

Pre-launch, McGuirk and her team conducted robust market testing. They spoke to over 470 multinational employers, payroll providers, and international payroll associations, including the Global Payroll Management Institute in the US and the Global Payroll Association in the UK. McGuirk’s instincts were correct: there was a strong need for a new global payroll model with a focus on automation and standardisation.

In February 2018, Payslip began its seed funding process and applied for HPSU support. The start-up found solid support in its Enterprise Ireland Development Advisor (DA), who helped to guide Payslip through the application process. Once HPSU status was gained, the goal was to seek a strong investor partnership that would help grow the business and open international channels to multinational companies.

“HPSU offered us established, structured support,” says McGuirk. “As an organisation, they have international market experience—they’ve been through this journey before. They were able to arrange the specific introductions needed in foreign markets.”

Over the past two years, Payslip has acquired 23 clients headquartered across Ireland, Germany, The Netherlands, Denmark, and the US. Clients like Airbus, Teamwork, AMCS Group, Argon Medical Devices, LogMeIn, Phorest and others use the Payslip platform to manage and control global payroll for employees in over 60 countries. Sales increased 500% after the first year and McGuirk says the company has plans to increase by another 400% in 2020.

 

Educating the marketplace on the need for payroll innovation

Initially, the greatest challenge was helping potential investors and clients to understand how Payslip technology could disrupt and transform the market.

“What we were doing was different than what was done before, Payslip is a technology solution for global payroll, not a service for payroll calculations,” McGuirk says. “We had to educate the market and help people understand that we don’t compete with payroll service providers—we collaborate with them.”

Payslip brought something entirely new to the table: a technology solution to automate and standardise the global payroll process in a way that delivers central governance, while accommodating local country payroll nuances . Previously, the established industry players were traditional global payroll service offerings like ADP, Ceridian, and CloudPay. These service firms focus on delivering in-country payroll calculation and compliance expertise. According to McGuirk, there is no other platform that provides a single, end-to-end global payroll management solution like Payslip.

Payslip began acquiring early-adopter clients and interest was high among high-growth, technology-based companies. McGuirk says the first client was naturally the hardest to land. After that, things took off quickly. Thanks to the growing number of multinational companies who are going digital to achieve central governance, Payslip is now the leader in the new Gartner industry category of digital payroll services.

 

More markets, more clients

Payslip closed its Series A fundraising in February 2020 and, so far, all its initial investors have followed their investment in Payslip. McGuirk says that being a HPSU company will help it achieve its goal of continued international growth pointing out that Enterprise Ireland has resources in the right foreign markets. Their international teams have a good understanding of what is happening locally, which is crucial for market penetration.

“We intend to extend our reach into more markets and acquire more clients,” McGuirk says. “Our single focus is to continue growing our client base internationally from our headquarters in Westport, Co. Mayo. Enterprise Ireland is very supportive of this objective.”

Part of Payslip’s growth plan includes the expansion of its sales and engineering teams here in Ireland to support those global aspirations. Working together with Enterprise Ireland and the HPSU team, McGuirk is confident that her company can optimise its commercial capabilities to capitalise on growth opportunities and gain market share.

Click here to learn more about becoming a HPSU or contact our Start-Up Enquiries Team to find out more.

From tech enthusiast to industry innovator – How Immersive VR is revolutionising education

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“It’s not just the money that HPSU provides. It’s the information, contacts, and the advice they give you.”
David Whelan, Founder, Immersive VR Education

Overview:

  • Immersive VR Education was founded in 2014 based on the belief that virtual reality has the power to transform how training and educational content is delivered and consumed globally.
  • The business was ushered into the New Frontiers Entrepreneurial Development programme before qualifying for High Potential Start-Up support, which was used for product development, talent acquisition, conference attendance and more.
  • Today, Immersive VR Education has a staff of 40 people and sales of its applications and education licenses are growing at an average of 50% each year.

 

Case Study: Immersive VR

David Whelan is a self-taught web developer and all-round tech enthusiast. When he came across the first model of the Oculus virtual reality headset on the fundraising website Kickstarter, he was intrigued. The recession had hit Ireland and money was tight, but Whelan still spent his last €300 to purchase the cutting-edge product.

Inspired by the new technology, Whelan built one of the very first review websites for virtual reality. He realised that, despite the potential power of this tech to impact learning, most existing VR content consisted of video games and entertainment. It’s true that NASA and several medical research facilities were using virtual reality for training, but access to these experiences was extremely expensive. He had identified a glaring gap in the VR market: educational material for the average consumer. That’s when Whelan decided to start his own virtual reality business: Immersive VR Education.

Whelan was convinced that his idea held merit for educators worldwide, but in order to make it happen, he needed funding. He paid a visit to his local Enterprise Ireland office in Waterford, bringing along the VR headset.

“When pitching my idea, the first thing I had to do was explain VR,” says Whelan. “Then I would let them try it. People were always blown away by the experience. They definitely thought I was crazy, but they could see I was committed. It’s hard to deny the power of VR once you’ve tried it.”

Enterprise Ireland agreed that the start-up had huge global potential. Immersive VR Education was ushered into the New Frontiers Entrepreneurial Development programme with the goal of eventually qualifying for High Potential Start-Up support. Its partnership with Enterprise Ireland generated funding used for product development and enabled Whelan to bring his wife and co-founder, Sandra, on staff. The start-up’s HPSU development advisor, who came from a similar business and technical background, suggested applying for grant funding, so it participated in the HPSU Feasibility Study, which contributed toward costs to attend conferences in relevant industries.

 

Enterprise Ireland introduced Immersive VR Education to their overseas offices in places like New York, Tokyo, and London. Whelan says these international teams were extremely helpful and happy to advise whether the new VR products would be well received within their respective markets.

Whelan says, “I couldn’t have started a business anywhere but here. Enterprise Ireland vetted us and vouched for us, which gave investors confidence in our business idea. This opened important doors to funding and helped us to no end.”

 

Shoot for the moon

Most of the early fundraising went toward building Immersive VR Education’s first application: the Apollo 11 virtual reality experience. Whelan describes the 1969 moon landing as “a shining beacon in history.” He and his team of developers worked hard to build a virtual reality experience that would transport viewers directly to the surface of the moon with the Apollo 11 crew. He believed that this type of immersive learning would mean much more to students than simply reading about the event in a textbook.

When the demo for Apollo 11 VR was launched, Facebook used it in conjunction with the release of its new Oculus headset. The partnership gave Immersive VR Education the remaining funds needed to complete the application. When all was said and done, Apollo 11 VR cost about $100,000 to build and went out as a top title on the Oculus Rift VR headset. Since then, the application has generated over $2 million.

 

Education for everyone

Following the roaring success of Immersive VR Education’s first application, it began to build out its business and hire more staff. Whelan took the education angle to a whole new level, creating a virtual university where educators can teach anyone in the world via its virtual classrooms.

“We want a future where education is accessible to everyone,” says Whelan. “I fully believe there is another young Einstein out there, missing his chance to change the world because he doesn’t have access to quality education. We’re here to change that.”

Immersive VR Education hopes that in the future, we will see virtual universities around the world. Whelan dreams of providing the opportunity for students to attend a physics class at MIT in the morning and literature at Oxford in the afternoon. He also sees potential for exposing home-schooled students to the social benefits of the classroom experience, helping to alleviate isolation for children who are not involved in traditional schooling. The possibilities, he says, are endless.

 

Exceptional growth with Enterprise Ireland

Today, Immersive VR Education has a staff of 40 people. Sales of its applications and education licenses are growing at an average of 50% each year. The company sells products online globally, with its highest numbers coming from the US, UK, and Korea.

Although Immersive VR Education flew through the official HPSU programme in just under three years, Whelan says that Enterprise Ireland is still very much part of their daily operations. They regularly send advisors to Waterford, provide advice and industry connections, and enable access to further support and grants.

The company’s latest goal is to expand and hire more staff. Recently, it availed of the Enterprise Ireland GradStart programme, which Whelan says is invaluable when it comes to sourcing new recruits. Immersive VR Education expects to see exponential growth over the next three to five years as the company continues its work of revolutionising education around the globe.

Is your business ready to take the next step towards becoming a HPSU? Contact our Start-Up Enquiries Team to find out more.

Click here to learn more about becoming a HPSU or contact our Start-Up Enquiries Team to find out more.

Is your business ready to take the next step to becoming a HPSU? Click here to learn more or contact our Start-Up Enquiries Team

How Manna Drone Delivery is changing the global delivery industry

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“Indigenous tech is at a huge disadvantage compared to FDI companies. Enterprise Ireland gives us policy support and the advantage we need in order to scale.”

Bobby Healy, Founder, Manna Drone Delivery

Overview:

  • Serial entrepreneur Bobby Healy of CarTrawler fame founded Manna Drone Delivery in 2017 to revolutionise food delivery.
  • The High Potential Start-Up team provided invaluable logistical support, training, and market access.
  • Healy plans to begin scaling the company globally in the next 18-24 months.

Case Study: Manna Drone Delivery

Bobby Healy is an experienced entrepreneur, but his latest idea is probably his most revolutionary yet. For the last three years, he’s been building Manna Drone Delivery, a service with which he plans to revolutionise the world of online food delivery. Healy says he noticed that major food platforms don’t deliver to suburban Ireland. The reason? It is nearly impossible to drive or deliver food profitably. The practice is cost-prohibitive but still needed in many areas. He saw an opportunity to use new technology as a solution to the problem: drones. Healy founded Manna and began hiring experts who could turn his idea into reality.

A computer programmer by trade, Healy began his career writing video games for Nintendo. Since then, he has founded and led two successful businesses, including CarTrawler, the world’s largest mobility marketplace for airlines. Healy’s programming expertise was also the foundation for his drone delivery idea. Over the last two years, the Manna team has built and tested custom software, hardware, and batteries. They are also working with aviation regulators in multiple markets about airspace law. The end goal is to “make a 3-minute, low-cost food delivery service as pervasive as running water in Europe and the USA.”

“Anywhere there’s an economy where food delivery is growing, we should be there. By 2021, we’ll begin to scale and then enter markets everywhere.” says Healy.

The entrepreneur’s last two businesses were supported by Enterprise Ireland, so it was only natural that Healy went to them with his newest idea. He says that onboarding with the High Potential Start-Up (HPSU) team was a straightforward process.

“The HPSU team were always available to meet and help us understand what they needed for us to qualify. It’s not a rigid organisation. They do everything they can to take care of formalities in the background as you get going on the work,” Healy says.

 

HPSU making headway on foreign soil

Currently, there are 23 people working for Manna. Healy says that with Enterprise Ireland’s guidance, he plans to begin commercially scaling the company in the next 18 to 24 months. He predicts HPSU will be invaluable when it comes to logistical support, training, and market access. He plans to lean on HPSU as he pushes Manna’s service into the global marketplace.

One of the biggest challenges to launching international drone operations is airspace regulation. Flight rules vary from country to country and Healy’s team will need to negotiate with lawmakers in each region where they hope to fly. The partnership with Enterprise Ireland will be crucial for gaining permission to operate in foreign airspace. The key to success is access to the people who control those regulations.

“Enterprise Ireland is there to help with introductions to regulators in foreign countries,” Healy says. “They offer an industrial international presence.”

Healy admits that his company is facing some inordinately large challenges, saying it is probably the most complex business you could build. Manna must find solutions for custom cloud services, market integration, new hardware, regulations, certification, and licensing. On top of everything else, there is the matter of finance. Healy says the first hurdle in fundraising was educating and convincing investors that his idea was viable. The scale and audacity of the plan can be hard to fathom for some.

Healy says, “Most businesses are predictable and believable. Ours is beyond cutting edge. We’re doing something totally new, but we’ve overcome disbelief and begun to successfully raise significant levels of capital.”

The international business community has shown faith in the fledgling company’s new ideas. In addition to regulatory access across borders, Enterprise Ireland has been working to assist Manna throughout the fundraising process.

“The team in San Francisco have been instrumental in opening doors for us as we raise funds,” says Healy. “They give us respectability and prominence in the industry.”

 

Sights set on more than just food

Manna is launching as a food delivery service, but Healy says the start-up won’t stop there. He decided to hone in on the food industry because the volume of potential deliveries is so high. Healy says this will allow the new business to be capital efficient. Once the infrastructure is in place, however, it plans to also roll out services for pharmacies, hardware stores, butcher shops, bookstores, and anything else that fuels a local economy.

In order to reach these goals, Healy says talent acquisition will be important. As drone technology continues to develop, Manna will need more high-quality technicians, designers, and programmers on board to keep up. He predicts that the company’s ongoing relationship with HPSU and Enterprise Ireland will once again be valuable as it scales.

“A small start-up company needs an endorsement that says, ‘These guys are a team to work with’. We’re competing with the big guys for talent, so HPSU helps address that imbalance.” says Healy.

 

Is your business ready to take the next step to becoming a HPSU? Click here to learn more or contact our Start-Up Enquiries Team.

Dmac Media Director of Sales

Dmac Media – attracting new talent with GradStart

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“Tech graduates are highly desirable and form a key part of our growth plans.  We had issues competing for that talent and GradStart allowed us to offer a much more attractive package to graduates.”

Dave McEvoy, Sales Director, Dmac Media

Overview:

  • Dmac Media is a web design agency offering a full suite of web solutions including web design, eCommerce platforms, content management and digital marketing.
  • With offices in Dublin, Sligo and Cork the company used Enterprise Ireland’s GradStart initiative to attract fresh graduate talent and drive business activity.
  • The GradStart programme offers salary support of up to 70% for the employment of graduate talent to assist companies when expanding into new markets.

1. What attracted you to get involved in GradStart?

Tech graduates are highly desirable and form a key part of our growth plans.  We had issues competing for that talent and Enterprise Ireland‘s GradStart allowed us to offer a much more attractive package to graduates.

 

2. What did GradStart allow you to do that you wouldn’t have done otherwise?

Bringing in fresh talent to our business allowed us to focus more heavily on business development as a daily activity rather than a paper based plan.

 

3. What challenges and/or opportunities did GradStart help you address?

With qualified personnel we had lower training and induction costs this allowed us to keep up in a fast paced sector in a sustainable way.  The challenge (as always) was finding the right graduates.

 

4. Which areas of the business did the graduate contribute to?

Our graduates have broadened both our technical skillset as well as our graphic design and process management skills.  The impact was noticeable from day one.

 

5. How did participating in GradStart impact your business positively?

GradStart gave us a headstart on developing new products which in turn has brought our entry into new markets considerably closer.

 

6. Were there any learnings from your participation in GradStart that you have taken forward into your business?

We have evolved from a company with very standard and fixed methodologies to one that is now willing to experiment and develop better strategies.

 

7. Would you recommend GradStart to your business peers? If so, why?

Yes, it gives you time to focus on the business rather than just working in the business.

Learn more about GradStart and how it can support your business growth.

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.

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.

Barry Napier, CEO Cubic Telecom

CASE: How automotive disruption offers huge opportunities for Irish tech companies

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The automotive industry is at a crossroads. In an era where digital technology is disrupting the status quo throughout the global economy, few industries are being so profoundly impacted as automotive.

Under pressure over emissions and sustainability, manufacturers are focused on transitioning from the internal combustion engine to a future of connected, autonomous, shared and electric vehicles,(CASE). Traditional supply chains are changing dramatically, as new technology providers force manufacturers to rethink where value can be created and by whom.

To assess the level of opportunity this offers Irish business, Enterprise Ireland asked a panel of experts what lies on the road head.

 

From hardware to software

Barry Napier, CEO of Irish company Cubic Telecom – who provides global mobile connectivity solutions for automotive manufacturers including Audi, Skoda and VW – believes the future will be driven by software rather than hardware.

“The mindset has changed,” he says. “Historically when you went to an OEM (original equipment manufacturer) and you said to them, we want to do something, there was panic in their faces because they had to go and change the hardware, and then there were multiple partners they had to talk to in order to do that.

“It’s easier to change software, so now they are looking to do as much as they can via software solutions, putting mainframe concepts into vehicles and then seeing how they can run that through the cloud. The mindset is there with the OEMs to make the car lighter, faster and doing it all via software.”says Napier.

Hiren Desai, Head of Strategy and Innovation North America for Continental, agrees that tier one suppliers will need to be able to create value by manufacturing intelligence rather than just parts.

Hiren says: “The supply chain is going to undergo disruption over the next 10 to 15 years significantly when it comes to software coming in and replacing all the hardware that companies are used to producing.

“Companies like Continental are experts in industrialisation, which essentially means manufacturing. Now, what we’re really talking about is having software factories able to produce intelligence, able to write code, able to produce artificial intelligence, that’s where it is heading.”

 

Automotive industry rethinks the car

Whether it is in vehicles that transport people, goods or freight, OEMs will be looking for partners who can help them meet this demand. Traditional players will have to adapt and make room for new entrants from non-automotive backgrounds.

For Dr Engelbert Wimmer, CEO and founder of German specialist automotive management consultancy and investment company E&Co (Entrepreneurs and Consultants), this level of disruption can be seized upon by Irish companies.

“We are reconsidering every bit and piece of the traditional car,” he says. “That means changing materials and a whole new supply chain because the concept and characteristics of a vehicle that you want to operate 90,000km a year on a shared mobility or on an autonomous platform will be completely different because the durability and ownership will be changing.

“This means we will need to change the materials that vehicles are made from – from the rubber in the tyres to the steel and the chassis. We need to do a lot on recycling and greening the car by what components we will need. For companies who have interesting materials, who operate in material science and can supply components that are recyclable, this is a massive opportunity.

“You’re not just talking about tech companies, you’re looking at companies such as plastic moulders, or in the textile sector. It could be somebody from surface technology. It could be somebody in glass technology. Glass is a super interesting surface with a lot of functions, such as integrated light and displays. All these technologies are being reborn at the moment.

“You’re looking at an awful lot of companies that couldn’t previously have looked at the automotive sector. Every time you have a disruption in that size and with this technology scope, new entrants will have a super chance.” says Napier.

 

Hub for CASE development

Many Irish companies enjoying success in the automotive sector are part of the Connected and Autonomous Vehicle (CAV) cluster, which is supported by Enterprise Ireland, IDA Ireland, Science Foundation Ireland, Department of Transport, and the Lero research centre.

With Jaguar Land Rover’s Centre for Networked and Autonomous Vehicles at Shannon and French vehicle technology giant Valeo’s facility in Tuam as members, CAV Ireland is fast establishing the West of Ireland as a hub for CASE vehicle development.

CAV companies collaborate to identify products and services which can capitalise on export opportunities in the automotive supply chain. It is an approach which Engelbert believes fits well with the future of mobility.

He says: “Whether it is software or materials, it is not about one company producing all this. It is about collaboration and partnership. The tool chain has many, many links that need to be linked together.”

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.      

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