CAMBUS MEDICAL

Standards & Certification:
ISO 13485

Sector(s) Served:
We partner with OEM providers of minimally invasive products used in diagnostic and therapeutic medical interventions such as but not limited to Cardiovascular, Neurovascular, Peripheral/Endovascular Devices.

Business Description: Cambus Medical provides technologically advanced Hypotubes, Device assemblies and Micro-Component Solutions to manufacturers of catheters, stent delivery Systems and other minimally invasive devices used in diagnostic and therapeutic interventions. Our range of services include; rapid response prototypes and short-run orders provided through our Navigate™ centre and volume production completed in our manufacturing facility. Products & Services: We develop and manufacture technically advanced Hypotubes /catheter shafts which deliver the highest levels of performance in terms of torque, track-ability, flexibility, lubricity, inflate and deflate times and kink resistance. Cambus Medical also produces high precision, micro-component solutions and tube/wire assemblies utilising the technologies employed within the business. Our range of capabilities include; Product Development (Navigate™), Laser Cutting, Laser Welding, Laser Marking/Ablation, Electrical Discharge Machining (EDM), Electrical Chemical Machining (ECM), Passivation, Electro-polishing, PTFE Coating (Cambus Coat™, Mµ Coat™, Rho Coat™), Injection Moulding, and Assembly. Value Proposition: We offer superior value to our customers through our ability in developing the most innovative solutions to fulfill customer needs and then exceeding their expectations. A key competitive advantage for Cambus Medical is our technical ability and expertise. These strengths are reflected in our responsiveness and dedication to the most critical needs of our Customers. As minimally invasive devices evolve, so do the performance characteristics of one of the catheter’s most critical component, for Cambus Medical that is “the Hypotube shaft”. Hypotube characteristics such as Torque, Track-ability, Push-ability, Flexibility, Lubricity, Kink resistance, inflation and deflation times, are but some of the critical features affecting the ultimate performance required by physicians. Our technologists have developed many innovative offerings on delivering superior performance by the catheter shaft including EPro™, Cambus Coat™, Mµ Coat™, Rho Coat™ Our Navigate™ team consists of professional Medical Device Engineers across several disciplines including Project Management, Engineering, Quality and Regulatory Assurance with the experience to support our customers in driving innovation and speed through the entire design process resulting in effective delivery of project time-lines resulting in more efficient product launches. We supply volumes from prototype to high volume from our fully integrated, highly automated manufacturing facility. All of our manufacturing processes are performed under one roof resulting in optimal responsiveness thus producing products, which meet the highest standards of quality and safety for our customers. This combined with our strict quality controls and our “can-do” attitude to problem solving are the driving forces behind our consistent ability to deliver on our promises no matter how challenging the task.

Selling to the government in Canada

Selling to the government in Canada
“There are three elements which are important in developing business with Canada’s federal public sector: people, process and opportunity”
Paul Hession, Public Works and Government Services Canada (PWGSC)

When aware of the process, it is very possible for Irish companies to sell to the government in Canada, and Irish companies have been successful at doing this when the right approach is taken.

The Canadian government is a major purchaser of software, hardware and IT services; the federal government spends €4.6B annually. The provincial and territorial governments are also individually significant purchasers of technology and related services.  If you are targeting the federal Government segment it is critical to promote your product and/or services to relevant departments, resellers, integrators and the Government Purchasing department, Public Works and Government Services (PWGSC), who do the majority of buying on behalf of its’ client departments and selected Crown Corporations.  Shared Services Canada was created in August, 2011 as a separate IT infrastructure services department mandated to streamline and reduce duplication across the federal government’s IT infrastructure services.

Government purchasing thresholds

• Many departments have the authority to make purchases valued at under €19k ($25CAD) without PWGSC involvement
• For  requirements under €19K, 3 bids are required
• For requirements over €19K, buyers must publish their requirements on Merx (http://www.merx.com/)
• For Software, Hardware and Professional Services, it is mandatory to procure through a Standing Offer (SO) or Supply Arrangement (SA)
• A Vendor of Record (VOR) arrangement means a procurement arrangement, typically established through an RFP that authorizes one or more qualified vendors to provide goods/services to one or more ministries for a defined period on terms and conditions, including pricing, as set out in the VOR agreement. VOR arrangements may be for use by the entire government, multi-ministries or a single ministry. You should get your company on the government’s Vendor of Record (VOR) listing, or partner with a company who is already a registered supplier. The following are the criteria for VOR bids:
• If requirement is between €19K – €194K  ($25 – 249K CAD) , 3 vendor bids must be solicited
• If requirement is between €195K – €583K ($250 – $750K CAD), 5 vendor bids must besolicited
• VOR refresh are done at defined times to add new vendors or add new products
• The most common method of supply frameworks used by the Canadian federal government are: Request for Proposal (RFP), Request for Quotation (RFQ), Vendor of Record arrangements (VOR),), Task-Based Informatics Professional Services (TBIPS) and Solutions-Based Informatics Professional Services (SBIPS).

To become a supplier with the Canadian government:

• Register in the supplier registration information system (SRI) – you will need your business number (BN) from Canada Revenue Agency (CRA) and legal name – https://buyandsell.gc.ca/register
• Monitor Merx for opportunities – federal, provincial and municipal (www.merx.com) – requires an annual membership (€155/year); Note: not all non-federal jurisdictions use Merx as a procurement tool, although the larger ones typically do so.

Useful Resources

•    http://www.tpsgc-pwgsc.gc.ca/app-acq/lc-pl/index-eng.html–
•    Public Works and Government Services Canada
•    www.cra.gc.ca– Canadian Revenue Agency
•    City of Ottawa Purchasing Online – http://ottawa.ca/business/bids_contracts/purchasing/index_en<http://ottawa.ca/business/bids_contracts/purchasing/index_en.html>.html<http://ottawa.ca/business/bids_contracts/purchasing/index_en.html>
•    https://buyandsell.gc.ca/for-businesses/the-procurement-process – Federal Government

Provincial Governments:

• www.doingbusiness.mgs.gov.on.ca – Ontario
• https://www.seao.ca – Quebec
• http://www.gov.mb.ca/mit/psb/buysell/selltogov.html – Manitoba
• http://www.pss.gov.bc.ca/psb/ – BC
• http://www.purchasingconnection.ca/ – Alberta
• http://www.gs.gov.sk.ca/purchasing/ – Saskatchewan
• http://www.gpa.gov.nl.ca/index.html – Newfoundland & Labrador
• https://www.gov.ns.ca/tenders/media/2432/procurement_brochure.pdf – Nova Scotia
• http://www.gov.pe.ca/finance/index.php3?number=1041973 – Prince Edward Island
• http://www2.gnb.ca/content/gnb/biling/gs.html – New Brunswick

Territories:

• http://www.nt.gov.au/dbe/business/tenders-contracts/Pages/default.aspx –

Northwest Territories

• http://www.gov.nu.ca/businessguide/bg.pdf – Nunavut
• http://www.gov.yk.ca/tenders/tms.html – Yukon

Expert Revenue Systems (XRS), Tony Kelly, Director

Expert Revenue Systems (XRS), Tony Kelly, Director

http://www.xrs.ie/ 

XRS is a specialist solutions supplier that provides software and services to enable customers across the globe to solve complex business problems in the area of Collections, Debt Management and Legal Debt Recovery. XRS entered Canada in 2010.        

“XRS has been in operation since 1987. Traditionally, we focused on the Irish market where we have significant market share. In 2006, we started exporting to the U.K. We did not have formal plans to enter North America but rather were prompted when we met our current Canadian partner Strategic Information Technology (SIT).  We met SIT while we were integrating our solution at a number of credit unions where SIT was the supplier of the core accounting solution.  During this time, we started discussing the possibility of partnering to serve the Canadian market.

It took about a year for us to formalise agreements. This was largely because we were keen to identify a Canadian reference site before finalising agreements.  While we were able to work through the logistics of the agreement drawn up under U.K. law through our respective legal firms fairly quickly, the real work happened after the formal agreement.  It took a further 18 months to get processes and materials set up for SIT to effectively serve as a distribution partner for us. Their sales and support teams had to be trained on our product, partner training / reference manuals needed to be developed and sessions conducted; marketing material had to be ‘Canadianised’ with subtle language, terminology, spelling and format changes as well as branding adjustments to fit into SIT’s line of products as it was SIT’s sales force that would be selling our product in Canada.

While the partnership has certainly progressed well, a key lesson learnt is the importance of formalising the process for Partner selection.  It would be of benefit to conduct country-specific research to size and understand the market opportunity and then determine specific Partner attributes required; for example, size of partner and regional focus, before seeking a Partner.  Once a partner has been selected, it would be useful to jointly set expectations in detail down to roles and responsibilities, targets, and milestones to be achieved.  The decision to enter a new country is one that requires a high degree of commitment – there are significant travel, sales and training costs to consider and a senior member of staff must be dedicated to the market.

I am attending a one year “International Selling Program” course run jointly by Enterprise Ireland and the Dublin Institute of Technology. I would highly recommend that Irish entrepreneurs contemplating entering the Canadian market consider enrolling in this course.  The module on partner selection and enablement is particularly useful and the model suggested is one we will use when entering the U.S. market which is what we are planning to do next.

In summary, the key learnings I would pass onto other companies looking to enter Canada are – do your research on the country first – we had two research studies conducted after we entered, one through Enterprise Ireland and one through a third party consultant – both of these were very helpful, comprehensive and gave us a good sense of market opportunity, competition, clients and tangible approach tactics; formalise the partner selection and working relationship and then be prepared to commit the resources required. “

Two – Ten Health, Dr Maeve McGrath, Head of Operations

Two – Ten Health, Dr Maeve McGrath, Head of Operations

http://www.twotenhealth.com/

Two-Ten Health designs and develops electronic health record software for dental hospitals and schools.  Their solutions are in use on four continents and in 2010 they were successful in entering the Canadian market.     

“Two-Ten’s first customer was Dublin Dental School and Hospital in 1995.  This was originally a project for a bespoke product but when visiting schools from around the world came to visit the Dental School, saw what Dublin used and expressed interest, we quickly realised that there was a global opportunity here.

At that time the USA was much more aware of the need for electronic health records than Europe so we started qualifying opportunities there in the early/mid 2000s. Canada was not initially a focus as our main competitor is Canadian and was already established there.

Then eighteen months ago we identified a niche opportunity – 2 dental schools in Quebec requiring a solution in French. Given Two-Ten’s track record of producing solutions in different languages for different world markets, we believed we would have a competitive advantage and knew, based on international experience that a local Partner would be important.  With the help of Enterprise Ireland, we found instead a consultant with a health background who resided in Quebec.  This was a significant factor that contributed to our success!

Having a local representative on the ground who knew the environment meant face-to-face visits with clients could be made quickly and frequently giving the client the sense that we were invested in the market.  Contracting with a person who understood the political and other nuances meant that he could more easily establish a relationship and trust with the customer – something that would have been hard for us to do remotely as well as reducing the need for frequent transatlantic trips.  This individual then also assisted us in identifying a Partner to provide local technical support.  We anticipate that success with our first Canadian client will now open the door to other opportunities.

As for key learnings that I would pass on to other Irish companies seeking to penetrate the Canadian market – a local representative is important – even one day a week or less to cover off time differences, offer local support, source or qualify technical partners and for on-the-ground relationship building; and tailor your product to meet the specific needs of the client – we did not just go with French – we made sure to get a Quebecois French translation and that went a long way !”

Bimeda Animal health, Vincent McNally, Vice President – Operations

Bimeda Animal health, Vincent McNally, Vice President – Operations

http://www.bimeda.com/

Bimeda supplies a wide range of veterinary products world-wide. Distribution in Canada started in the 1990`s and in 1998, an acquisition was made to enable manufacturing in Canada    

“After achieving success in Dublin and obtaining Health Canada approval for our products, an important factor for Bimeda when initially penetrating the North American market was the research, networking and effort that went into selecting the right distributors and partners in Canada and the U.S. At the early stages it is important to select partners who have a fit with the organization, no overlap and the resources, expertise and capability to penetrate the market.  This link combined with the opportunity to leverage existing relationships and connections in other markets was key for Bimeda. After establishing our presence through distributors, the opportunity to make an acquisition to set up operations in Canada in 1998 has enabled continued success.

On the question as to whether to enter the Canadian or U.S. market first, I do not think it really matters because they are both very different markets with different regulations and attributes.  We entered the U.S. first in 1997 through a network of distributors but we made an acquisition for manufacturing in Canada before making our acquisition in the U.S.  In many ways Canada is closer to Europe and yet has some characteristics in common with the U.S. and so may be more familiar.  Also, the Mutual Recognition Agreement which affords some reciprocity in the approval of Pharmaceutical products and facilities across some European countries, Australia, New Zealand, and Canada reduces the regulatory burden. Canada should not be seen solely as a platform by which to enter the U.S. – it is its own unique market with regulation and dynamics different from the U.S.

A particularly unique aspect of Canada which can be a challenge is its expansive geography.  While it is a sizeable market, distances between various centres are large and this can make distribution costly.

For Irish companies contemplating coming to Canada, my key messages would be do your homework to understand the market, make use of the support Enterprise Ireland provides, network extensively and be committed to putting in the resources you need. “

Shimmer, Kieran Daly, Vice President – Business Development

Shimmer, Kieran Daly, Vice President – Business Development

http://www.shimmer-research.com/ 

Shimmer provides wearable sensors that record realtime physiological data targeting the research and medical devices OEM sectors. They export to over 50 countries and have had a Canadian market since 2008 with North America currently making up 35-40% of its revenue  

“Our introduction in 2008 to Intel by Enterprise Ireland which led to a worldwide licensing deal was a significant source of success for us – we were shipping worldwide within six months! In Canada, our focus was initially on the research sector – we attended a large academic conference on biomechanical research in 2008 where we met CMC – an independent research group which serves as the clearing house for technologies purchased by universities across Canada.  They purchased and approved our products and this then served as an introduction to the universities.  Our approach is to target renowned university researchers and as their research is presented and published, knowledge of our product trickles down.

In 2011, we began solidifying our relationships with medical device OEMs through a strategic alliance we have built with a Canadian health care provider.  Again desk research at the Enterprise Ireland Knowledge Centre to gain a macro-level market overview at the initial stages followed by attendance at a Health Canada conference led to the introduction for partnership.

We made a deliberate decision not to use distributors but rather to sell our products directly to our customers.  We have found that the hands-on approach and personal contact works very well in Canada. Canadians seem to appreciate the effort and time put into relationship building and this often opens the door to business development.

The U.S. buying-decision process is faster and more direct.  In contrast, there appears to be a more considered approach taken in Canada – potential customers like to meet a few times to get a sense of who you are; the decision-making process is more collaborative with input sought from a wider team.  While this can mean a longer sales process, once a relationship is built, it is deeper and longer lasting.

We have found that Canadians have a strong affinity to Irish companies; people have been generous with their time and knowledge.  It is of benefit to invest in travelling to Canada to make frequent visits and then once sufficient business is built to put in place representatives on the ground – a strong commitment to building relationships is critical. Canada is a significant and large market and while the business development process can be lengthy, it is certainly fulfilling.

In terms of regulatory approvals and other legal requirements, we did need FCC (for the U.S.) and IC (for Canada) certifications and while these cost money, it is best to hire an outside consultant who can ensure a smooth process and leave internal resources to focus on valuable relationship and business development efforts.”

ClaimVantage Inc, Leo Corcoran, CEO

ClaimVantage Inc, Leo Corcoran, CEO

http://www.claimvantage.com/ 
ClaimVantage Inc. established in 2006 provides automated claims processing solutions for the life and medical insurance sectors. Key markets are in Europe and North America – both U.S. and Canada

“My over fifteen years of experience in bringing two other companies into North America in the past has been useful for ClaimVantage’s entrance into the North American market.  While ClaimVantage entered Canada through the U.S. since the U.S. represents a bigger opportunity, the approach is very company dependent as the structure and operations in certain sectors such as insurance and banking in Canada are much closer to the European model.  Both Canada and the U.S. are sophisticated markets with money and they are both very conservative markets.

ClaimVantage currently has 6 people in Dublin and 6 in Maine, U.S. and we visit Canada several times per year to stay in contact with customers, follow-up on relationships and expand the network.  Since we complete the majority of our implementation work remotely, we do not have to deal with any tax and other such regulatory issues.

It is key that each of the markets be recognized as different and it is important to understand the process and rules of engagement in each country.  In my experience the business development and sales process is a long one and the level of commitment required is high. Senior resources need to be committed for sustainable success.  These senior resources need to be connected to the home base to ensure trust in the early stages.

We have found that aiming for the mid-market is a fruitful approach and presence at local conferences and exhibitions helps to generate leads.  Lead generation is critical and 40% of our leads come totally unsolicited through the web – so efforts to meet Google search criteria can be very useful.  Building relationships with analysts and consultants seen as experts in the sector is also very useful as many companies look for opinions from groups such as ‘Gartner’ prior to making technology decisions.

The key takeaways for companies seeking to enter the North American market is to invest in understanding the market – use Enterprise Ireland and others to research the market before visiting, spend on some local market research and then commit to spending time to build and grow relationships.”

Mapflow, Bill McCarthy, CEO

Mapflow, Bill McCarthy, CEO

http://www.mapflow.com/

Mapflow provides location-intelligent software solutions for property and casualty insurers to manage geography related risk.  They have a strong presence with well-known insurance companies in Ireland and the U.K and have recently expanded to North America.

“We have a structured approach to test and enter new markets.  We start with convening introductory meetings with target customers to understand the competitive landscape and gauge whether Mapflow’s value proposition is relevant in the new market.  For the North American market we began with some desk research and then approached both the Canadian and U.S. markets simultaneously.  With the help of Enterprise Ireland we were able to arrange some meetings with local players to get a better sense of market size and opportunities.

Given the size of the U.S. market we put people on the ground there whereas we chose to secure a foothold in Canada more remotely from Ireland.  The key lesson learnt was that the U.S. proposition needed more work before putting people on the ground and we have since retrenched.  In Canada we were successful in closing a deal.  We managed implementation remotely by having our Ireland resources fly up to Canada. Six months after “go live” we have hired a local resource who knows the client and is well connected in our target market.  Given that our solution is transferred through the Internet, we have not had to deal with import processes and the withholding tax process has been relatively simple.

We found Canada to be much more similar to Europe than the U.S. in terms of its insurance industry and regulatory frameworks.  Reference sites in the U.K. are more meaningful in Canada and many of the global Insurance companies tend to operate in both the U.K. and Canada.  The U.S. regulation is very different and European references cases did not resonate with them.

While relationships are important everywhere, we found Canadians particularly warm and keen on relationship building. They are transparent and tend to identify concerns upfront.  They tend to explain their decision making process more clearly; for example we knew at the onset how many people we would need to meet with before a decision would be made.  They were also happy to engage in conversations on how our solution could be applied locally.  Our experience in the U.S. in contrast was that clients wanted a clear-cut message on what the implementation approach would be and confirmation that the solution had previously been successfully deployed in the U.S. context.

My advice to other Irish companies contemplating entering Canada is to take advantage of the support Enterprise Ireland provides by way of introductions – the networking resource is invaluable.  While we are still working out the optimal marketing approach, our experience to date would suggest a focus on relationship building is well worth it – the sales cycle in Canada can be long but once the relationship is built, there is very good and supportive engagement.”

Corvil, Neil Boyd, Director Sales for North America

Corvil, Neil Boyd, Director Sales for North America

http://www.corvil.com/ 

Established in 2000, Corvil provides front office trading infrastructure to financial markets including banks, exchanges and providers of IT services to financial markets. Corvil deploys its solution globally with a focus in North America, Europe and Asia and entered the Canadian market in 2010.

“After four years in the U.S., Corvil entered the Canadian market in October, 2010.  While we do have a partner in Canada who provides the solution as a managed service, the majority of sales and technical support is provided through our New York operations while Dublin focuses on the product management.  Canada was a logical extension of the New York office for us because the Canadian market lags the U.S. in the adoption of new technology in this sector.

For us, it made sense to enter Canada through the U.S.   We were keen to establish first in a major financial center such as New York as the market opportunity is much greater.  Success in the U.S. also provides comfort and credibility to Canadian customers.  Also U.S. companies are already using Canadian protocols, making it easier to enter the Canadian market subsequently.

In the financial services sector, Canada feels like a small community and as such we found relationships to be key for business development there – in fact I would say relationship building would be ten times more important than anything else in Canada!  This is why companies would do well to work with someone local who knows this sector well and can leverage established relationships.  It can take some time to gain momentum, in part due to the more conservative nature of Canadians but once established, people are willing to engage. The key is really to act ‘local’ – be available, do not charge the client for travel and hotel – all signs that signal you are not locally present.  Attend conferences and other events which provide profile and exposure without a big marketing dollar investment. It is important that customers understand that Canada is an important part of your strategy – they do not want to be the “step child of New York”!

In terms of logistical considerations, Canadian customs and goods and services taxes are high so it is important to include this in your price negotiation.  Also different from Europe where companies are used to dealing with brokerage and custom duties, North American companies are not familiar with this process and often do not have relationships with a customs broker company.  It is important that Irish companies understand the process and either use their own Customs Broker or suggest to the customer that they use one to ensure a smooth process for goods clearance and delivery.”

Azotel, John O Hare, CEO

Azotel, John O Hare, CEO

http://www.azotel.com/

An international software company focused in Europe, Africa, Canada and the U.S, Azotel provides an integrated operating system platform to broadband operators for end-to–end automated business processes.  Azotel began doing business in Canada in 2008 and operates in North America primarily through a distributor network.

“My background is in Engineering focused on the Telecom sector and my introduction to North America was through Motorola where I worked in their Chicago & Cork offices until 2002.  The Azotel story starts in 2002 when we started providing Wireless broadband services in Cork.  Three years later we started building a software platform to enable automation of back-office transactions and by 2007, we had sold our wireless business, were concentrating on software productization and launched franchises across Ireland.

All through this period, I had maintained a good relationship with Motorola and in 2008 they introduced us to a cable company in Nova Scotia to bring broadband to the rural regions in the province.  Nova Scotia proved to be a great reference site; they in fact invested in Azotel along with Enterprise Ireland.  While in Nova Scotia, we were contacted by an Indianapolis company [www.solutions4ebiz.com] that found us on the web.  This company was not only the beginning of our U.S. business but also became and continues to be our major distributor driving significant business development in the U.S. In fact, we have turned the distributor model on its head whereby this “small” company is now the “go to” contact for the other US distributors.  They have taken the time to really understand the details of our solution and now incentivize other much larger distributors to sell the Azotel solution. Our use of a distributor model for route to market has also meant that we have not had to look into any company set-up or any other legal requirements.

The association with Motorola gave us good credibility – customers saw that they could obtain our services through Motorola or come to us directly and this has served as a key success factor.  While you do have to prove yourself on the home turf before you expand abroad, the first question that comes up is where else in North America do we operate.  The issue, at that time was that companies saw we were a small organization and worried that we might have folded – the link with Motorola and Enterprise Ireland went a long way in alleviating this concern in the early days.

Another key factor for success is to demonstrate that distance is of no object – make the effort to be physically present at critical meetings and respond to queries quickly – act as if you are a local company!   We were able to hire a representative in North America to further develop channels through Enterprise Ireland’s Business Accelerator program.  This gave us local presence and provided great value – he knew the industry and was able to leverage contacts and tap in to a good distributor network.  It would be challenging to build a customer base in North America without a good local contact.

My suggestion for other Irish companies seeking to enter the Canadian market would be to make the most of every chance you get! The local reference site is key.  Enterprise Ireland provides tremendous support and is very helpful.  Make sure to research ahead of time and tailor the platform or product to address the Canadian format including ‘look and feel’.  To overcome the hesitancy of potential customers to go with an overseas company, demonstrate your flexibility to customize; listen and respond to their demands, use examples of adaptations made when you entered other countries. The small timing difference with Europe being ahead of Canada can also be useful for timely issue resolution. “

Donal Cullen of Spanish Point Technologies on doing business in Canada

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Stephen Walsh of JC Walsh on doing business in Canada

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Voxpro Ltd

Contact

Name:          Dan Kiely
CEO
Email:          dkiely@voxpro.ie
Tel:                +353 87 251 0526
Web:              www.voxpro.ie

Company Overview

Voxpro is a Business Process Outsourcing provider delivering customer contact solutions to companies and organisations in the domestic and international markets – ranging from SMEs to multi-national corporations, including leading international blue-chip companies. Our 24/7 BPO delivers substantial cost savings and blended customer communications for over 300 clients from 3 independent centers in 10 languages. As a 100% Irish-owned company, Voxpro has been providing the personal touch to projects of all sizes for 39 years now, and provides the high standards of quality both our clients and their customers expect. Voxpro’s clients include domestic and international organisations from sectors including Technology, Healthcare, Communications, Financial, Public, Charitable, Utilities, Retail Media and Travel.

Viviscal and MICRO Pedi

Contact

Name:           Jennifer Haer
Business Manager – Canada
Email:           jennifer.haer@viviscal.ca
Tel:                 +1 905 319 2246  x245
Web:              www.viviscal.ca

Company Overview

Our company markets and distributes a wide range of natural health, beauty and lifestyle products through both direct marketing and retail channels. Our products provide natural alternatives for health and beauty and many are supported by scientific studies. With national and international PR and ad campaigns, spearheaded through celebrities and industry experts, we have been able to develop brand leaders in these categories.

Softworks Workforce Solutions

Contact

Name:          Mairead Walsh
Head of Marketing
Email:          mwalsh@softworks-workforce.com
Tel:                +353 1 286 6126
Web:              www.softworks-workforce.com

Company Overview

Softworks Workforce Solutions has over twenty years experience working with some of the world’s most successful companies, across various industries around the world.

Softworks assists companies streamline processes, deliver greater flexibility, increase productivity and reduce costs through improved management of employee attendance and better, more flexible scheduling of labour resources.

We offer reliable, proven web based and client-server solutions for Time and Attendance, Labour Scheduling, Flexible Working and Absence Management allowing both private and public organisations to better ensure compliance, reduce errors, eliminate redundancies and improve reporting – while promoting a safe, positive working environment for all employees.

Samco Agricultural Manufacturing Ltd

Contact

Name:          Samuel Shine
Managing Director
Email:          info@samco.ie
Tel:                +353 87 259 7033
Web:              www.samco.ie

Company Overview

Samco designed the 3 in 1 machine in 1998. Today the machine is sold in many countries to grow maize and sweetcorn.

The machine lays a thin layer of degradable film over the soil at the time of sowing which increases soil and air temperature. The machine forms a seed channel under the film creating an ideal microclimate for the seed to germinate and grow. The machine is equipped with a herbicide applicator, it sprays both under the film and outside on the returned soil edges. When the plants are strong enough they emerge through the thin degradable film, at about six weeks after sowing.

The Samco System provides world-leading technology for growing maize and sweetcorn – earlier sowing, earlier harvesting with higher yields. The degradable film is also suitable for dry climates due to moisture retention under the film.

SaaS Markets

Contact

Name:            Ferdinand Roberts
CEO and Founder
Email:            ferdi@saasmarkets.com
Tel:                 +1 650 897 5824
Web:               www.SaaSMarkets.com

Company Overview

SaaS Markets, based in San Mateo, California and Dublin, Ireland, designs and delivers App Stores for the software as a service (SaaS) market. Recognizing that the use of Cloud Based Technologies appeals to small and medium sized businesses, SaaS Markets partners with major financial institutions, telecoms and technology companies, retail brands, small business associations and leading brands to deliver fully branded App Stores to their end customers. SaaS Markets operates over 35 App Stores in 23 countries including North America, Canada, Europe and Asia Pacific.

PixAlert

Contact
Name:            Damien O’Donnell – Key Account Manager
Email:            Damien.odonnell@pixalert.com
Tel:                 +353 1 8994750
Web:               www.pixalert.com

Company Overview
Through its suite of world-class enterprise audit solutions, PixAlert enables organizations to proactively manage risk by gaining visibility of unsecured, critical data and inappropriate image content on networks:

• Discover and manage unsecure, unstructured sensitive data
• Detect the storage and distribution of inappropriate, illicit images

Before You Can Protect Your Data, You Must Find It!

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BENEFITS TO BUSINESS

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Openet

Contact

Name:          Steve Pozzobon
RVP Sales North America
Email:          steve.pozzobon@openet.com
Tel:                +1 770 823 7148
Web:              www.openet.com

 

Company Overview

Openet is a global leader of high performance transaction management software that provides insight, monetization, and control within the world’s largest and most complex networks. Used by more than 80 customers in 28 countries, Openet enables its customers to innovate the business model of how people, machines, and services interact with their network.

OnePosting

Contact

Name:           Alan McGlinchey
Vice-President of Sales
Email:           alan.mcglinchey@oneposting.com
Tel:                 +1 416 318 0133
Web:               www.oneposting.com

Company Overview

OnePosting Ltd is a leading specialist in the e-invoicing market in Europe. We are the largest provider of e-invoicing solutions in Ireland, working with high-profile companies from around the world, assisting them in reaching and sustaining new levels of business efficiency, particularly in relation to accounts receivable, accounts payable and credit control processes.

Sample Irish clients include Ballygowan (Britvic), Greenstar Recycling, CWS-boco, Shamrock Foods, Noonans, Odlums, Eircom, Batchelors and Supermacs. There are also many other well-known Irish Brands working with OnePosting.

OnePosting enables organisations from micro businesses to multinationals to securely exchange supply chain documents such as invoices, credit notes, statements, purchase orders, PODs (Proof of Delivery), remittance advices, reports and other documents more effectively and with greater efficiency than traditional paper based processes. This allows organisations streamline, optimise and add value to their Accounts Payable, Accounts Receivable as well as Billing & Credit Control Departments.

OnePosting has recently opened an office in Toronto to support current and future clients.

Nasctech

Contact

Name:          Curt de Gourvuille
Sales Manager, Americas
Email:          curt.degourville@nasctech.com
Tel:                + 1 868 313 8167
Web:              www.nasctech.com

Company Overview

Nasc Technologies Ltd (Nasctech) develops field OPEX management solutions, targeted at the mobile telecoms sector. Cellular operators can spend up to 70% of their technology OPEX on field operations, contributing a significant amount to the cost base. STREAMLINE™ allows operators to get visibility and control on the cost management of their tower network, leading to considerable savings in OPEX. STREAMLINE™ transforms the management of field OPEX, providing real time visibility, allowing costs to be driven down and efficiencies to be driven up.

STREAMLINE™ has gained much attention because of its cost reduction capabilities, rapid issue identification features, its flexibility and ease of use. It is a unique solution targeted specifically at the telecoms market in which the founders have a combined experience of 40+ years.

For more information please visit our website at www.nasctech.com or view our product video at http://www.nasctech.com/video.html

MoneyMate

Contact

Name:           Conor Smyth
SVP Global Sales
Email:           conor.smyth@moneymate.com
Tel:                 +1 212 984 1868
Web:               www.moneymate.com

Company Overview

MoneyMate is a specialist provider of managed data services to global asset managers and their service providers. We put our clients in control of their product information to enhance their distribution capabilities and enable them to deliver best-in-class client communication to the market. We assist our partner clients to implement data governance across their organizations in order to deliver transparency both to regulators and to increasingly discerning investors.

MoneyMate is head-quartered in Dublin, Ireland with offices in London, New York, Boston, Milan and Stockholm.

IPL Group

Contact

Name:            Noel Holdcroft
IPL group | Business Development
Email:            info@ipl.ie
Tel:                 +353 41 983 2591
Web:               www.iplgroup.com

Company Overview

IPL group is a customer focused, innovative value-driven company, which designs, manufactures and supplies infrastructure products and solutions to customers worldwide.

High quality innovative products, creative engineered solutions, excellent customer service and socially responsible business practices define this leading Irish company since its establishment in 1975. IPL group serves national and international public infrastructure and private sector markets. The company combines trusted industry experience for delivering the right products for local markets coupled with international product development and manufacturing experience.

IPL group patented trademark products include RETENTION SYSTEM™ sockets for post installation. RS sockets provide the foundation for efficient sustainable infrastructure design. They deliver time and cost savings, increase operational safety and environmental performance and are a proven solution in the management, maintenance and replacement of post based street furniture.

IPL group remains a privately owned business with a growing network of international offices and product suppliers.

Intuition Publishing Ltd

Contact

Name:            Angelo Gervasio
Director, Canadian Operations
Email:           agervasio@intuition.com
Tel:                 + 1 416 479 5429
Web:               www.intuition.com

Company Overview

Intuition is a global learning solutions leader founded in 1985. Intuition’s cornerstone product is our Financial Markets eLearning Library with 400+ hours of tutorials. Over 1.6 million users around the world benefit from our eLearning Library and Intuition invests $1.5 – $2 million annually to ensure our library remains current and relevant. Intuition also specializes in custom and instructor-led/blended learning solutions. We produced over 500 hours of custom online learning in 19 languages and 900 days of instructor-led learning in 2011. Our mobile learning platform enables Intuition’s clients to optimize efficiencies and learning outcomes by delivering content to any mobile device. Intuition’s technology compliments and completes our product offerings with hosting offerings services through Intuition’s own versatile and robust global Learning Management System and our capabilities to integrate content with most Learning Management Systems.

FINEOS

Contact

Name:            David Nicolai
Senior Vice President
Email:            david.nicolai@fineos.com
Tel:                 + 1 860 573 1453
Web:               www.fineos.com

Company Overview

FINEOS is a market leading provider of core software solutions for the global insurance industry. Our flagship product, FINEOS Claims, is the insurance industry’s best-in-class claims software solution for all Life, Disability, Property & Casualty and Government Insurer’s needs. Established in 1993, FINEOS has customers, employees and established bases in North America, Europe, Africa and the Asia Pacific markets. For more information, visit www.FINEOS.com

FEXCO

Contacts

Name:            Joe Redmond,
Group Executive
Email:            jredmond@fexco.com
Tel:                 + 353 1 637 0308

Name:            Peter Rice,
Head of FEXCO USA
Email:            price@fexco.com
Tel:                 + 1 954 205 1371
Web:                www.fexco.com

Company Overview

Established in Ireland in 1981 FEXCO is an internationally focused organisation, employing over 1650 people across its operations in Europe, the Americas, the Middle East and Asia Pacific. Over its thirty year history, FEXCO has become a true pioneer and innovator in the broad arenas of global payments, foreign exchange, tourist related financial services, transaction processing, managed services and business process outsourcing (BPO). The company is financially strong and is pursuing an ambitious domestic and international growth strategy.

FEXCO introduced the world’s first Dynamic Currency Conversion (DCC) service in 1996 and today leads the market, providing solutions to over 45,000 merchants together with over 30 multi currency enabled acquiring banks worldwide. The DCC provider of choice to merchants from all sectors, FEXCO processes over US$10 billion in DCC transactions annually, generating $10’s of millions in profits for its customers. For more information about FEXCO and our products, please visit http://www.fexco.com.

ezetop

Contact

Name:            Declan Burke
Group Recharge Manager
Email:           dburke@ezetop.com
Tel:                 + 1 403 826 1823
Web:               www.ezetop.com

Company Overview

Ezetop enables Diaspora communities living and working abroad to instantly recharge (add airtime) the mobile phones of friends and family back in their home country.

Recognized as the world leader of international top up we have partnered with over 223 mobile operators, including SMART, Globe, Telefonica, Vodafone, Telcel and Digicel.

International top up is when a person in country A tops up the mobile phone of a family or friend in country B, for example a Jamaican sends a top up message from Canada, either online or through a Canadian phone, to his friend in Kingston, Jamaica.

We operate several international top up channels:

–           Phone to Phone

–           Online

–           Retail ITU

There is a significant opportunity to offer phone to phone top up to Canadian mobile phone subscribers, allowing them to transfer small amounts of mobile top-up to mobile phones in any other country.

Exaxe

Contact

Name:            Sharon McGuire
Marketing Manager
Email:            sharon.mcguire@exaxe.com
Tel:                 +353 1 299 9100
Web:               www.exaxe.com

Company Overview

Established in 1997, Exaxe is the specialist solution provider that helps life and pensions companies launch new products faster, administer post retirement products more efficiently, and respond with greater flexibility to the marketplace.

With headquarters in Ireland and offices in United Kingdom and the Netherlands, Exaxe provides best-in-class solutions in the areas of illustrations, agency and commission management, policy administration, and channel distribution.

Its Service Oriented Architecture and component based design has been key to its success. Exaxe solutions are in use in a wide range of client organisations. Exaxe helps companies, such as MGM Advantage, Interamerican, Capita, Scottish Mutual, Liberata, Eureko Group and Scottish Widows.

Eishtec

Contact

Name:               Colm Tracey
Director
Email:               colm.tracey@eishtec.com
Tel:                     +353 87 122 3344
Web:                   www.eishtec.com

Company Overview

Eishtec’s mission is to challenge the standards of customer service.

Operating a telecommunication’s customer service organization is difficult but Eishtec enables its clients to do this better. Among its clients is Everything Everywhere (EE), the UK’s largest mobile phone provider. EE operates the Orange and T-Mobile brands – two of the biggest in the United Kingdom.

Eishtec provides EE with 350 agents across loyalty and smartphone technical support, but what differentiates Eishtec is that it uses the insights gathered to pilot and feedback business improvements.

Eishtec’s unique approach and culture allows a more focused champion/challenger role that systematically drives improved customer experience.

It can deliver these benefits because of its award winning management team. They have previously won the top customer service awards in the United Kingdom including JD power and USwitch.com, and their experience includes managing a global 5,000 people customer service organization.

We look forward to meeting you.

DNM Technology

Contact

Name:            David Quirke
CEO
Email:            dquirke@dnm.ie
Tel:                  +353 1 499 2500
Web:                www.dnm-technology.com

Company Overview

DNM Technology are a services company that specialises in delivering enterprise solutions in business intelligence, analytics, infrastructure and data integration. We work with leading international companies across the world to drive real value for their business data.

As a company our USP is the ability to provide a mix of business-focused personnel along with technology personnel. Our Business Analyst groups consist of Business Process Engineers, Business Analyst and Project Managers who promote business effectiveness and efficiency while striving for innovation, flexibility and integration with technology.

The Business Analyst group are certified in standard business process methodologies such as Six Sigma, BPM, PMP along with other software development methodologies such as Agile and Waterfall. Our domain expertise comes from modelling business analytics solutions in the area of manufacturing, finance, pharmaceutical and telecommunications.

Our Technology Group consists of Technology Consultants who are encouraged to keep their certification current to ensure that projects are implemented using either Oracle or Microsoft best practices. Our mix in visualisation, data Integration and data warehouse technologies have been of great benefit to our customers as it enables us to define the most cost effective solution for our clients based on their current internal technologies.

Barracuda FX

Contact

Name:            Kieran Fitzpatrick
CEO
Email:            kieran.fitzpatrick@barracudafx.com
Tel:                 +353 1 659 9271
Web:               www.barracudafx.com

Company Overview

Barracuda FX provide Foreign Exchange Trading and Risk Management software solutions for leading global banks and financial institutions. Our innovative technology allows clients increase revenue, lower costs and maximise profitability, with complete control and confidence.

AdaptiveMobile

Contact

Name:               Gunnar Nyberg
Senior Director Sales
Email:              gunnar.nyberg@adaptivemobile.com
Tel:                   +1 214 673 4137
Web:                 www.adaptivemobile.com

 

Company Overview

AdaptiveMobile is the world leader in mobile security, enabling trusted networks for the world’s largest operator groups, protecting over 800 million subscribers globally.  AdaptiveMobile provides operators with the most comprehensive network-based security solutions enabling them to protect their consumer and enterprise customers against the growing threat of mobile abuse.

AdaptiveMobile is the only mobile security company offering customers solutions designed to protect all of the services on the network. With our deep expertise and unique focus on network security, we continue to lead the market, a reason why many of the worlds’ leading security and telecom equipment vendors have chosen to partner with us. Our mission is to provide a safe and trusted mobile experience for consumers and enterprises worldwide.

AdaptiveMobile – Trusted Network Protection

Accuris Networks

Contact

Name:               Simon O’Donnell
Senior Sales Director
Email:               simon.odonnell@accuris-networks.com
Tel:                     +1 617 319 9784
Web:                  www.accuris-networks.com

Company Overview

Accuris Networks is a leading provider of Wi-Fi Offload and Roaming Inter-Working solutions not just for data offload but voice and messaging also. This allows GSM and CDMA operators to automatically and securely connect their subscribers to preferred Wi-Fi networks using SIM based authentication.

In addition, Accuris Networks also provide solutions for CDMA to GSM roaming, dual-IMSI roaming and Over-The-Air device management.

Established in 1997, Accuris Networks is headquartered in Dublin, Ireland with offices in the United States and Malaysia. Led by a team with unrivalled experience in service convergence and service continuity, our AccuROAM platform provides a competitive, cost effective platform that delivers carrier grade performance.

Introduction from Enterprise Ireland

Canada is a market with high potential for Ireland’s innovative manufacturing and services companies across all key sectors. Irish company exports to Canada have grown by 74% in the last five years and this trade mission to Canada has been organised to help Irish companies build on that strong performance.

On this trade mission, over 28 companies from a variety of sectors are seeking to further develop relationships with buyers and local partners while others are exploring new opportunities in Canada. All the participants see collaboration prospects with Canadian companies in both trade and R&D as a critical component to accessing the market.

I look forward to working with the Minister Jobs, Enterprise and Innovation, Mr Richard Bruton who is leading this strategic trade mission and wish all mission participants and their Canadian partners every success.

Frank Ryan

CEO, EnterpriseIreland

Ministerial Introduction

Jobs are at the very top of this Government’s agenda, and a central part of the Government’s Action Plan for Jobs is to increase export activity with key markets such as Canada.

This Enterprise Ireland trade mission, with the support of my department and the Embassy of Ireland to Canada, aims to build on the already strong Ireland-Canada trade relationship and open new doors for increased export business and collaborative business ventures.  It is a clear demonstration of the Government’s commitment in supporting Irish companies increasing their international business.

I would like to thank the many people and organisations in Ireland and Canada who are working together to make this trade mission a success. I wish all the participants well in their endeavours and hope that the contacts established and renewed this week will result in fruitful and lasting partnerships.

Richard Bruton T.D.
Minister for Enterprise, Jobs and Innovation

Useful Info

 

Useful info 
Access Canada – A Guide to doing business in Canada

Enterprise Ireland Toronto
Ross O’ Colmain – SVP Canada
2 Bloor Street West,
Suite 1501
Toronto
ON M4W 3E2
Canada
Tel: +1-416-934-5033
Fax: +1-416-928-6681

Canadian Embassy of Ireland 
Ray Bassett – Irish Ambassador to Canada
Embassy of Ireland
Suite 1105, (11th Floor)
130 Albert St
Ottawa,
Ontario, K1P 5G4
Main Tel: + 1 613 233 6281
Fax: + 1 613 233 5835

Starting in the Market

 

Starting in the Market

 

Introduction
Canada is a unique market with certain attributes similar to Europe, others similar to the U.S. and yet others uniquely different from either.  There are also some significant regional differences among the various provinces.  Optimal methods of market entry also vary by sector.  It is therefore important to research thoroughly the target market needs, context, and competitive landscape. An understanding of the similarities and differences between this and other markets will then enable planning to successfully enter the market –  evaluating where you can leverage learnings from other markets, determining how you can fit in and add value for prospective customers.

Market research

As with entry to any new market, both desk and field research is important to inform the optimal entry strategy for success in the Canadian market. Key areas to investigate include the following:

The Market Landscape

• What is the size of the market?
• Is there a regional focus in certain geographic areas ?
• What are the factors driving this focus – e.g. level of economic activity, proximity to natural resources, proximity to transportation, human resources, other factors ?
• Is the market dominated by a few strong players or fragmented with many small competitors?
• What is the value chain for your product in Canada?  Is the distribution arrangement different than in Ireland?  Why ? Are there a need to work with partners ?
• Are there industry associations that focus in your sector ?

Market Trends

• What are the current market trends for the sectors being targeted ?
• Does there appear to be an obvious gap in the market ? Why ?  Often organizations move forward rapidly to fill such gaps only to discover certain unexpected hurdles and challenges.

Target Market

• What and who is the target market?
• What need, issue or business challenge does your business address? (research to understand the business environment and context that is relevant to Canadian prospects and fits with their current process is beneficial)
• How have organizations in the target market sought to address this issue is the past ?  What have been their pain points and lessons learnt ?
• How are buying decisions made ?  What is the criteria used for decision making
• Who are the decision makers – their title and responsibilities?  Who are the influencers ?

Market Segmentation

• Who are your most probable customers?
• Are there different groups of potential customers each with slightly different needs ?  What are the unique needs of each group and how can your company meet these specific needs ?
• Where they are located ?  Where is their target market ?
• How and what else do they currently buy ?  What ‘need’ is currently being fulfilling?  What are the remaining gaps ?

Market Competition 

• Who are your rivals in the market
• How do their offerings compare with and differ from yours?
• What is your competitive advantage relative to Canadian based companies ?
• Are there specific regions in Canada where competition is more intense than others ?  Why ?
• Is it feasible to focus in less competitive regions ?

Market Research Resources

Being aware of and staying abreast of broader market and specific industry trends is of benefit to better understand Canadian and in some cases North American market dynamics which can inform optimal positioning for your product in Canada.   Below are some sources for industry specific information.

• Industry Canada – This public sector organization promotes economic growth throughout Canada and as such provides information on various industry sectors, regulatory processes, funding programs and incentives and other economic development related information  http://www.ic.gc.ca/Intro.html

• Statistics Canada – In addition to conducting a Census every five years, there are about 350 active surveys on many other aspects of Canadian including its population, resources, economy, society and culture http://www.statcan.gc.ca/

• Province specific websites – There are similar websites for each province where industry specific informaion is provided.  For example, the website for Ontario; Canada’s most populated and industrial province http://www.ontario.ca/en/business/index.htm 

• There are industry specific associations for virtually all sectors.  These associations can provide access to market, competitor information and also often provide excellent networking opporuntities.

Clarifying your Value Proposition

Your company’s market differentiators are one of your most powerful tools when competing with local service providers.  Clear articulation of your market differentiators and their relevance to the target market is a key success factor.

Define your Unique Selling Point (USP) – Focus in on what sets your organization apart in the Canadian market. Consider and communicate why a prospect would seek to purchase from your company over the competition.   What makes your offering superior?  Framing the proposition based on an understanding of the competitive landscape and customer needs, expectations and processes in Canada is helpful.  The term used in Canada to convey the notion of USP is now often replaced with Key Competitive Advantage.

Define your target markets’ pain points – An understanding of customers’ pain points and an illustration of how your solution will address these can be very powerful in the selling process.  Use of industry and sometimes company specific terms or language helps to reassure clients that you understand their context.  Some research and pre-work to become familiar with these terms can be helpful.

Define your message – Be specific and clear on what your product will enable and ensure that you can deliver on this promise!  Communicating succinctly and consistently at every touch point is key.

Define your service capabilities – Potential new clients are often hesitant to work with an off-shore company. The most effective way to tackle this concern is to be very clear on how your business will service the Canadian market and to provide a service charter to map out your vendor capability and comprehensive service standards.  Providing easy to reach contact information is also useful.  In some cases, it may be beneficial to consider organising some local presence either from Ireland or a local contract.

Define your positioning – A current understanding of where you are positioned in the Canadian and in some cases the braoder North American market and having a consistent message about your company, whether it is towards existing or potential clients, employees, investors or the public at large is critical in achieving recognition and credibility as a respected enterprise.

Maximising your resources

Introduction

Investing in a new international market can cost substantially more than investing in a local market. Determining the level of investment required – both monetary and commitment-wise – based on an understanding of Canadian market dynamics is a useful planning exercise.

Sufficient research and development of a plan prior to taking action will enable you to allocate the right amount and type of resources for success in expansion efforts.

Research

Desk research is where most individuals start.  It is cost effective and provides a good foundation for further more specific exploration.

While this provides a good foundation, more active and specific local research into your sector and the market is essential.  It is useful to meet with local players – potential partners, customers, industry experts and market insiders who have experience of the Canadian business environment to understand market dynamics.

Sufficient resourcing is important to win deals especially given that most competitors will likely be locally based.  There are however alternatives to hiring full time staff at the early stages.  Some viable options depending on your industry sector, product and set-up could include; managing remotely with frequent travel or contracting with local resources as representatives on an “as needed” basis to signal local presence and commitment to market.  Determining this upfront is important.

 

Financial Resources

Starting with a realistic sales forecast and working backwards should enable determination of a realistic budget for business development needs in Canada in the short and long term. Create a P&L for the Canadian SBU to monitor the resources used against target sales achieved. It is useful also to consider where these resources could be sourced from unless there is already a surplus in the current budget.

The long-term aim will be to establish a successful operation in the Canadian market (or in a particular province within the country). In the short term, however, there may be a significant period of time before revenue is generated in the market. Developing a plan from the outset and specifically determining short-term (1 year), medium-term (1-3 years) and longer-term (5 years +) targets will enable contingency planning for a fluctuating revenue cycle.

Human Resources

In Canada, customers perceive local presence as a sign of commitment to the market. This also provides reassurance that their needs will be met on a timely basis. In some cases it is a requirement that resources be based in-country; in other cases this could be managed through a partnership, Irish or local representation or remotely with frequent travel. From your company’s perspective, having resources permanently in the market can greatly accelerate progress. Leads can be followed up quickly. Heightened awareness of major developments taking place in the market can also allow for rapid development of tactics in response.

It is useful however to consider legal obligations pertaining to employee-employer relationships in making human resourcing decisions.  Employment in Canada is a heavily regulated area governed most often by provincial legislation and sometimes by federal legislation.  The major types of employer legislation include that pertaining to employment standards, labour relations, human rights, occupational health and safety, privacy, employment benefits including pension, employment insurance and workers’ compensation.

 

Geography

Canada is a vast country spanning 9,984 670 km sq with spread-out geography.  The distance between Ireland and Canada is the same as from Halifax in Eastern Canada to Vancouver in Western Canada. While the capital of Canada is Ottawa, each of the ten provinces and three territories has governments each based in the various provincial and territorial capitals.

Regional activity is concentrated in the province of Ontario, which is both home to the national capital, Ottawa, and the economic powerhouse and largest city in Canada, Toronto. However, with such a large land mass and diverse population, there are many centres of industry spread across the country.  Alberta for example, is considered to be the most progressive in Canada with record surpluses in recent years and holds business friendly tax and legislative regimes. Quebec and British Columbia also have large economies and the nation’s next two largest cities, Montreal and Vancouver.  The provinces of Quebec, Ontario, British Columbia, and Alberta, together contribute more than 85% of the country’s GDP.  While Ontario is likely to be the base of operations for many Irish companies who set up a direct presence in the country, this will be very sector dependent.

Sectors of focus vary across the country; for example, Toronto in Ontario is the financial services centre whereas natural resources are the mainstay in British Columbia and Alberta.  Certain regulations, industry players and needs also vary dramatically across the country.  It is generally advisable to determine a limited geographical area as your initial target in Canada.

When deciding this it is important to consider where your company is best placed to secure a Canadian sales reference site.

• Do you have relationships with MNCs in Europe that also operate in Canada?
• Does a particular province have a legislative imperative making it positively biased towards your offering?
• Is there a particular hub in the country for your sector?
• Is the competitive landscape less daunting and the target market more attractive in certain regions?
• While not always the case, trying to cover the entire nation at the onset may be difficult and may limit success with constrained resources.

Developing your marketing strategy

Introduction

As previously mentioned, research and planning to develop a focused business strategy relevant to the Canadian context in advance of market entry is likely to result in greater success.  Contingency planning allows for a more timely and appropriate response; resulting in better outcomes.

 

 

 

Planning and learning in advance

While marketing strategies that work in Ireland or elsewhere may not necessarily work in Canada, this is a good starting point. Pick the two or three strategies that were most effective in producing results. Focus your efforts here and make any adjustments needed to adapt to the local market. For established companies, a rule of thumb is that 30% of the marketing budget should be expended on prospects, 10% on the general market or region, and 60% on existing customers. However, at the market entry stage, the proportions may be very different and 60% of the budget may target qualified prospects. New exporters without a track record in Canada may have to spend even more initially due to the demands of developing the brand and market presence.

A useful approach may be to learn from the market entry experiences of other companies. More experienced Irish companies are generally willing to share their learning.

A good starting point for strategy formulation is to review the past year’s strategy and performance and reflect on this relative to the different environmental factors at play in Canada.

Communicating and marketing your business proposition

Success in the new market is largely dependent on the ability to communicate the attributes and benefits of the offerings to prospects in a variety of situations that are relevant in the new environment.  Some suggestions to consider are as follows:

• Customise the presentation for each prospect as this tends to be noticed.  Incorporating their logo into the demo, selecting scenarios and examples from their industry sector and making small language and terminology adjustments are all effective techniques to demonstrate the fit between the offering and the potential client’s business.

• Demonstrate that you understand your client’s problems – what are the pain points your clients are experiencing? Listing and specifically discussing issues one by one, and describing how your product or service addresses these issues can be impactful. Leave time for questions and/or ask them to interrupt with questions as needed.

• It is useful if possible to convene an introductory information gathering meeting with prospects to better understand their issues, needs, process and other contextual elements prior to presenting your solution.  An interactive session where feedback is sought on the client’s perception of how your product fits with their needs will provide insights on their priorities. This insight can then be leveraged to later focus in on the product or service attributes that may be of key interest and relevance to them.  Familiarity with the industry sector within which the client operates helps build credibility to a large extent.

• Let your prospective client know exactly how you work in order that they know upfront what they can expect from you. What is the process?  How all stakeholder input will be considered; Canadians tend to prefer broad involvement and  consensus, When do you start work? What do you typically do first? What is the ‘change’ process ?

• Emphasise and back up the business case using figures and statistics. Avoid focusing solely on the merits of your capability or technical features.  Be sure to address in clear terms the return on investment your proposition offers.

• Provide short case studies and relevant examples. Think through the many times you have provided similar solutions to past clients. Let the prospective client know the problem with which your client was faced, the solution you provided and the results that ensued.

Building market presence

Introduction

At the point of entry into Canada, it is highly likely that your company or brand is largely unknown in the marketplace. This potentially means having to spend far more on marketing than your competitors, especially domestic ones.  The most effective way to invest your marketing budget is to test the Canadian market for a specified time limit using an integrated marketing approach from some of the following options:

Company website

It seems obvious, but when you are entering a new market, it is essential to update your website to accommodate international enquires and purchases/sales. A good website will serve as your corporate brochure and prospects will usually go straight to it to check you out.

The website need not be loaded with information, but be cleanly laid out with interesting graphics and up-to-date information.

Use customer endorsements wherever possible and photographs to show your products or services being used. Make sure that contact details are easy to find, preferably with a direct email and a photo of the staff member. This encourages customer response rather than an ‘enquiry.com’ address.

Also, leverage search optimisation and search engine marketing techniques from a local level and set up a .ca domain in order to make sure your site is found as quickly as possible in Canada.

A well-constructed and easy-to-navigate website provides great opportunities for Irish exporters. Maintaining an up-to-date website allows you to:

• Make contact with potential Canadian customers before leaving Ireland
• Reach Canadian customers in cost-effective ways
• Project the impression of a professional organisation
• Convey that your business is ‘modern’ and uses new technology
• Avoid problems with time differences by having 24-hour contact
• Introduce, promote and demonstrate new products using video or online presentations

Industry forums

Many of Enterprise Ireland’s export clients fall under the knowledge economy heading. If your business is about selling knowledge or technically sophisticated products or services, it is critical to use all opportunities to engage in the latest discussion and developments in Canada. Industry forums, association websites and trade shows/conferences all allow for this. Opportunties for relationship building and networking are key to success and there is no substitute for meeting people.  Many Irish companies have found trade shows and industry conferences an effective way to meet partners, customers, industry experts and insiders.

 

Public relations

One of the early steps in carving out a presence in the market should involve identifying the key opinion leaders in the industry. These could be journalists, academics, industry analysts or consultants. A simple way to identify these individuals is to investigate who the speakers are at any of the major industry conferences. Engaging opinion leaders and gaining their support can boost your business’ credibility especially when you have yet to build your own reputation. This could be an important step to securing your first Canadian sales reference site. If you have worked with partners who are well–known in Canada, it may be useful to go to market with them initially to build credibility.  Though you may already be very successful in other markets, Canadians seek assurances and prefer to see proof that your offering works in their market.

Consider putting together a media release announcing your company’s entrance in the marketplace once you have at least one satisfied customer agreeable to endorsing you.

Trade magazines, Online and print business publications, and Industry association websites and publications relelvant to your target market are all effective methods of increasing awareness of your company in Canada.

A significant number of Canadians trace their roots back to Ireland.  Leverage this and the large Irish diaspora to further networking efforts.

Social media

Social media is used extensively in Canada so this is a good way to get known.  Careful monitoring of these sites to ensure information is current, response to queries is prompt and that any negative commentary is dealt with quickly and appropriately is important.

Facebook, LinkedIn and Twitter are all commonly used.

Direct marketing

Successful direct marketing remains one of the most powerful lead-generation tools in B2B and B2C marketing. Direct marketing is essentially ‘one-to-one’ marketing that, when done properly, is an effective way to target prospective clients while creating impact, and assists in turning a cold call into a warm introduction call. An effective direct marketing campaign should include:

• Profile review of the target market group
• Development of relevant and innovative direct marketing ideas so that each campaign can be applied to several target groups
• Development of relevant accompanying messages to educate why the target prospect has been sent the direct marketing piece and what the next steps will be for your company to contact them

Webinars

Given Canada’s vast geography it may make sense to consider webinars at times in place of the traditional face-to-face meeting for product demos etc., in order to cut costs and time commitments. This can be an especially useful tool to explore opportunities in some of the more spread out and less populated provinces and territories in the extreme east and west regions of Canada.  This is also a useful tactic for an early introduction to a product. It might be easier to get prospects to agree to a webinar as a first step before agreeing to meet in person. Services like GoToWebinar are relatively inexpensive and easy to use. Enterprise Ireland can assist you in hosting a webinar.

This tool can also be used in a more sophisticated way to access a larger number of prospects while also building your company’s presence and reputation in the market by holding a webinar event for your industry. This works particularly well for companies in sectors where thought leadership is important. In order to get a critical mass to tune in to the webinar you could engage a key opinion leader or a panel of opinion leaders to speak. While this might involve paying a fee, if you can secure people of the right calibre it is an impactful way to attract the right audience and launch your business in Canada. It may also be useful to record the webinar to use as a marketing tool after the event e.g. on your website. While more economical, it is important that the same degree of preparation and advance promotion be expended as with any other tactic.

Routes to market

 

Routes to market

In this section we look at some of the options for serving the market in Canada.

Direct from Ireland

Depending on the product and sector, the Canadian market can be served remotely by the early-stage exporter who does not wish to set up a permanent base initially. The approximately four to six hour time difference between Ireland and Canada(depending on region)is workable and Ireland’s earlier time zone can be advantageous in enabling Irish companies to respond to requests sometimes even before Canadian business hours begin for the day.  Given the preference among many Canadian organisations to work with local providers particulary for core solutions, it will be critical however that even at the early stage some local presence is established.  This may as noted earlier take the form of frequent travel and/or contracting with a local representative on a consultative part-time basis.  The next stepping stone may be to put in place a more permanent and full time resource either from the Irish home office or locally depending on which option provides optimal marketing advantage.  Technical resources are often brought in from Ireland at the early stages while sourcing locally to augment senior level Irish business development efforts can be useful.  As market share increases, a choice will most likely have to be made between working with a partner/distributor, or setting up either a branch or subsidiary.

Working with partners

This option can be very useful not only as a way to establish local presence but also because experienced partners know the territory, have brand recognition and can introduce you to contacts. This is particulary useful if you plan to tender for government contracts as the process is very specific, stringent and differs from province to province and also at the federal level.  Also penetrating this sector can be difficult without a connection with established known partners who can facilitate networking.  This is also a useful option when you do not have the resources to allocate full-time staff to the market.  The choice of partner is however critical. There must be mutual benefit in the partnership, ‘fit’ of products and services and partner willingness and ability to commit sufficient resources to ensure the required motivation, focus and effort to penetrate the market.

When appointing a partner:

• Don’t just rely on your impressions from a meeting

• Conduct thorough due diligence, know who you are doing business with

• Research their success in the market and specifically in the sub-sector that is relevant for you, understand their track record in working with other partners in the past and their established processes and arrangements relative to working with partners

• Seeking assistance to identify and meet with several potential partners before making a decision can be beneficial and pay dividends in the long term

• Ensure that the specific structure and formality of partnership is agreed to, legal assistance accessed as necessary and agreements established.  In Canada as in other jurisdictions, partnerships can take various forms, each with its own tax and legal implications which vary by province.

Third-party distribution

In Canada, third party distribution can take a number of forms; the optimal structure being dependent on factors such as complexity of product implementation, extent of brand control desired and familiarity with end customer environment.  Irish companies may seek to set up agreements with one master distributor in the market, which will then select and manage resellers to deliver the product to end –customers.  Alternatively, Irish companies who are familiar with the Canadian sector environment and players could choose to structure agreements directly with resellers.  One of the above options may be most relevant for delivery and implementation of technology solutions where implementation and other elements of service and knowledge are required in order to ‘deliver’ a product.   A third option which may be more relevant for finished goods would be to enter into an agreement with a distribution company which stores and delivers related products to end customers.

From a legal considerations standpoint, except for franchising arrangements (which have specific regulations), distribution agreements are largely based on the specific contractual arrangements agreed to by the involved parties.  Other broader legislation that may need to be considered where relevant include competition law (i.e. to ensure fair market pricing), advertising and marketing laws,labelling requirements, sector specific approvals for certain regulated products (e.g. pharmaceuticals, electrical equipment, environmental products,etc), consumer privacy and ensuring intellectual property protection in Canada. Currently, certain provinces have specific registration or disclosure legislation with which a franchisor looking to set up a franchise system in those provinces must comply.

From a tax standpoint, certain distribution arrangements under which a Canadian individual or corporation markets and distributes the products of a foreign business in Canada, may not be considered “carrying on business in Canada”. In this way, an Irish business could have a sales representative organization in Canada without being liable for Canadian income tax on its profits from such sales. (See Article 5 of Canada-Ireland treaty for further detail).  For any arrangements that are not with arms-length entities, transfer pricing considerations should also be investigated as there may be tax implications. Care must to be taken to ensure that the distributorship agreement is not construed as an employment agreement.  If it were, then the foreign company would be considered to be “carrying on business in Canada” and subject to Canadian income tax.

Key considerations when determining and negotiating a distributor arrangement in Canada include:

• Determine wheather an agreement with a master distributor, direct with resellers or with a warehouse and logistics distribution company would be optimal dependent on your product, level of resources you can commit and how well-known your product is in Canada

• While master distributors may seek a larger portion of the revenue share, they will also be responsible for all infrastructure and management of resellers and can often provide for prompt 24X7 service to clients for business critical solutions

• If entering into an agreement with a master distributor, include a performance clause which details items such as  expected number of resellers to be signed up and sales expectations within a specified period and also consider inserting a clause to enable buying back distribution rights

• In a majority of cases, licencing agreements tend to be standard with only 2-3% of clauses needing specific negotiation

• Similar to when selecting a partner, conduct comprehensive due diligence to understand how well the distributor/reseller(s) knows the market, where established relationships are, what the reputation is, etc

• Price and delivery terms will differ among distributors depending on level of support provided, financial model,coverage, etc

• Unless your product is relevant to a sector that is very region specific (e.g. Oil industry in Alberta),and as long as there is a broad market for your product, most successful distribution models tend to be for national coverage given Canada’s expansive geography and related economics (as opposed to negotiating with separate distributors in each province)

• While distributors cannot be restricted from selling other competitive products, if your product is not well known in the Canadian market or there is a lot of competition, it may be useful to enter into an agreement with a partner/distributor who does not distribute too many other products so that they are able to commit more effort to your product marketing and distribution

• Similarly, determine if you wish to provide exclusive rights for distribution or maintain flexibility to deal with multiple distributors

• Depending on the sector, smaller companies may find it necessary to go through an intermediary to get product to the end customer

Establishing a local presence

Canada ranks first among the G-7 and second among OECD countries for the lowest number of procedures, costs and time required to establish a new business (Doing Business in 2010 – The World Bank Group).

This should be good news for Irish companies as the advantage to setting up business locally is that it provides greater control from both an operational and a financial standpoint enables more frequent networking and timely response to customer requests.

Strictly speaking, sole proprietorship, partnership arrangements and corporations all constitute types of business structures.  However as Irish organizations seeking to enter Canada are unlikely to be sole proprietors where all benefits and liabilities of the business flow through to an individual who owns and operates the business, there will be no further discussion on this structure.  Partnership from a legal standpoint is broadly divided into three types – General, limited and undeclared – each with varying levels of liability and for tax purposes, a partnership is not recognized as a distinct entity.  This section will focus more specifically on the corporation structure as this is the one most frequently used as a form of business organization in Canada; Partnership structures can vary greatly and tend to be very contract-specific and Joint Ventures are not currently governed by any statute in Canada and so are very contract-specific also.

In all cases, it is important to seek the advice of a professional services firm and consider all legal and tax implications before deciding on your desired operating structure in Canada.  A large number of successful exporters interviewed strongly recommended engaging a local firm to assist with legal clearances and other regulatory matters to ensure a smooth, timely process while Irish resources focus on the business development and product optimization side.

In Canada, a corporation is defined as a legal entity distinct from its share­holders and as such has all the legal abilities of a natural person in that it can own property, carry on business, borrow, lend, sue or be sued.   Shareholders of the corporation do not own the business or assets of the corporation and, except in certain exceptional circumstances, are not personally responsible for its liabilities. Corporations offer limited liability, ease of transfer of assets and perpetual exis­tence. Since a corporation is a distinct legal entity, it must pay tax on its income.

Irish companies may wish to conduct business in Canada either through a branch or by setting up a new corporation as a Canadian subsidiary; each has its own tax, liability and other considerations

• To operate as a branch of the Irish corporation, a licence or other provincial registration is required prior to setting up to “carry on operations/business”.  What constitutes operations does vary by province and by sector but in general it applies where there is a resident agent, and/or an interest in property.    Sales by business visitors or through the Internet do not generally fall under the definition of “carrying on operations”

• The procedure for obtaining a licence for branch operation is generally uncomplicated, provided the name of the corporation is not similar to that of any other corpora­tion or business entity in the jurisdiction

• A corporation (as a Canadian subsidiary) may be created under either federal or provincial law. Companies conducting business in only one province, tend to be incorporated provincially while those conducting business nation-wide will require federal incorporation.  Depending on the sector, there may also be industry-specific legislation. It is possible to conduct business in several provinces with one province being the principal by registering extraprovincially. Extraprovincial extra-provincial registration forms for are available for the provinces of  Saskatchewan, Ontario, Nova Scotia, and Newfoundland and Labrador.

• Public disclosure requirements vary by jurisdiction and type of business and as would be expected, public companies have much greater requirements than private companies and this may be the reason that most foregn investors set up as private companies

• As in other common law jurisdictions, a corporation is composed of three groups: officers, directors and shareholders. In small, private corpora­tions, the same individual(s)may act in all three capacities. In public corporations, this is typically not the case

• Federal incorporation requires at least 25 per cent of a corporation’s directors be resident in Canada. Where there are fewer than four directors, the Canada Business Corporations Act requires that one director be resident in Canada. Each province has dif­ferent residency requirements

• In Alberta, British Columbia and Nova Scotia, an unlimited liability company (ULC) can be incorpo­rated under the provincial laws. Shareholders of a ULC are person­ally liable for the liabilities of the company.  Foreign investors sometimes use this structure to gain advantageous tax treatments in the United States; in Canada, they are still taxed as a corporation.  The specific legislation varies among the three provinces

Legal issues in Canada

 

 

Introduction

Canada is a parliamentary democracy and constitutional monarchy, with a political system originally modelled on that of the United Kingdom.  Because Canada is a federal state, legislative and executive jurisdiction is constitutionally divided between the federal government and the ten provincial governments. Each government is separately elected; and federal and provincial governments are often from different political parties.

Canada’s federal government is based in the capital city of Ottawa, Ontario while each of provincial /territorial governments, is based in the various provincial and territorial capitals. Generally, the federal gov­ernment deals with issues that transcend provincial borders such as national defence, foreign affairs, crimi­nal law, immigration, banking, the national currency, international trade and intellectual property.  The provinces deal with issues such as direct taxation within the province, natural resources, education, social programs and rights related to private property and commerce. While there are many areas of joint federal-provincial responsibil­ity, many of the laws that affect Canadi­ans on a day-to-day basis are within provincial or terri­torial jurisdiction.

All the provinces of Canada, except Québec, are common law jurisdictions, which derive their legal systems from the British common law. Québec is a mixed common law/civil law jurisdiction in which private law matters, such as contract and property, are governed by a Civil Code.  Canada tends to look to the United States rather than Europe for its regulatory models. For example, Canadian securities laws evolve in response to developments in the United States.  Canada’s courts of general jurisdiction are provincially administered, but the Supreme Court of Canada acts as a court of final appeal for all of Canada.

Canada provides one of the most conducive legal climates for investment, with its investment regime having been ranked seventh in terms of business freedom by the Wall Street Journal. It has one of the most flexible labour markets in the world, operating flexible employment regulations that enhance employment opportunities and productivity growth. The country also has the lowest payroll taxes among the G8 countries, and a relatively low corporate tax rate.

While legislation impacting foreign companies conducting business in Canada is relatively straight-forward, it would be of benefit to consult with legal and tax professionals to determine an optimal structure and process to avoid penalties and take advantage of tax savings opportunities which can be dependent on business set-up structure.

Language

While the official languages of Canada are both English and French, language rules in most of Canada govern public life and institutions, as opposed to business.

Outside Québec, the main exception to this focus is consumer packaging. While there are some exceptions, most pre-packaged consumer products sold in Canada must be labelled both in English and French.  The federal Consumer Packaging & Labelling Act identifies the specific information required to be bilingual. Although Canada is bilingual at the federal level, other governments in Canada may apply their own language policies to matters within their jurisdiction. New Brunswick and the three northern territories are officially bilingual. Several provinces have adopted legislation to ensure that public services are available in French where warranted; but only Québec’s language legislation regulates how businesses operate.

Québec’s Charter of the French language affirms French as the Province’s official language. In Québec, written communications with staff must be in French; businesses that employ at least 50 people within Québec for at least six months must obtain a francization certificate by demonstrating the generalized use of French at all levels of the business. Communications such as leaflets, catalogues, brochures, order forms, invoices, receipts, user manuals, warranties and product packaging must include French text that is no less prominent than any non-French text.  Certain provisions of the Charter also apply to websites. In general, if a company has a physical address in Québec and its website advertises products or services sold in Québec, then aspects such as product and service descriptions on websites, standard form contracts (such as website terms of use and privacy policies) and forms must be drafted in French according to the Charter. Software configuration and support also have French language requirements.

Setting up a company

According to the World Bank, Canada is one of the easiest places to set up business with filing for incorporation taking an average of 5 days.

As noted in the previous section-‘Routes to market’ there are a wide variety of legal arrangements that may be used to conduct business in Canada, including corporations, limited partnerships, partnerships, trusts, co-ownerships, joint ventures and unlimited liability companies. The selection of the appropriate form of organization will depend upon your company circumstances, and the nature of the business, and will impact income tax payable, financing alternatives allowed, potential liabilities related to the activity, the extent of business name protection you receive as well as the initial and ongoing costs of your corporation.

With regard to foreign investment, while there remain some restrictions in specific areas, including the financial services, air transportation, broadcasting and telecommunications sectors, the protective nature of the Investment Canada Act originally enacted to restrict ‘foreign takeovers’ has been significantly moderated.  The Investment Canada Act is concerned with the establishment of new Canadian businesses and the acquisition of control of existing Canadian businesses, by non-Canadian interests.

While, the corporation with share capital is the entity most often used to carry on a business activity in Canada, the first question likely to arise for Irish companies planning to set up a company in Canada will be whether to conduct business as a branch of its principal business in Ireland or whether to create a separate Canadian subsidiary. Factors such as tax impact both in Canada and in Ireland, advisability of isolating the assets of the principal business from claims arising out of the Canadian business, ownership of corporation and criteria for the availability of federal, provincial and municipal government incentive programs should all be considered.  The key requirements for each of these arrangements in noted in the previous section.

If incorporation of a subsidiary is chosen, the next key question is whether to incorporate as a federal or provincial organization.  The principal federal corporate statute is the Canada Business Corporations Act (CBCA), which is modeled on modern business statutes in the United States. Most provinces and territories in Canada also have their own corporate legislation, based largely on the CBCA. There are minor differences between the various federal and provincial corporate statutes that can affect the choice of jurisdiction of incorporation.  In Ontario, business corporations are governed by the Ontario Business Corporations Act (the “OBCA”) and in Québec, by the Quebec Business Corporations Act (“QBCA”).  The corporate statutes of most other provinces in Canada are generally similar to the CBCA, the OBCA and the QBCA.

Key differences, requirements and broad procedures for incorporating are noted below:

• A federal corporation has the right to carry on business under its corporate name in any province of Canada whereas provincial incorporation does not automatically allow this.  However, unlike the CBCA, proposed provincial corporate names are not subject to pre-clearance for possible confusion with existing names

• Provincial corporations must obtain extra-provincial licences to carry on business in most other provinces and there are penalties imposed if companies neglect this requirement

• In most provinces, corporations must file corporate returns annually to keep their registrations up to date

• Generally, only public corporations, whether federally or provincially incorporated, must file financial statements on the public record and need to be audited

• Both the CBCA (Federal) and OBCA (Ontario) require at least 25% of the directors to be Canadian residents, unless a corporation has less than four directors, in which case it needs to have at least one Canadian resident.

• The QBCA does not require that any directors be Canadian residents

• All of the CBCA, OBCA, and QBCA require that a public corporation have at least three directors, and that a certain number of such directors be independent. Additional corporate governance requirements are imposed by securities regulators on public corporations

• Officers of the company (i.e. those who carry on daily operations) can be non-residents of Canada, provided they have complied with Canada’s immigration laws

• Directors and officers are generally subject to a number of liabilities and obligations under corporate law, as well as under a range of other federal and provincial laws including those relating to the environment, tax, securities, pensions and employment. Insurance is available to cover certain liabilities

• The two key steps for incorporation are completing the articles of incorporation and seeking approval of a corporate name

• The step by step procedure to set up a business in Ontario can be found at www.ontario.ca/en/business/STEL02_038762.html and if further clarification is required, it can be obtained by calling 1-888-745-8888

• The step by step procedure for Federal incorporation can be accessed at www.ic.gc.ca/eic/site/cd-dgc.nsf/eng/h_cs03924.html and further clarification can be obtained by calling 1-800-328-6189

• For foreign companies, an additional requirement as per the Investment Canada Act is the filing of a short notice for information purposes. It may be given at any time up to 30 days after the new business becomes operative. The one possible exception to the notice-only requirement on the establishment of a new business is the establishment of a new business in a culturally-sensitive sector, such as publishing, which may be subject to a full review within 21 days

• For direct acquition of an established business the foreign acquiror may be required either to file a notice or an application for review and approval, depending on the circumstances.  Given the required due diligence, complexity and exceptions associated with such a transaction, a lawyer should be sought for assistance.

Regulations for Services

Canada, like Ireland is a member of the World Trade Organisation (WTO) and as such follows a harmonised system in relation to customs classification and other related matters such as market access for foreign goods and services, foreign investment, the procurement of goods and services by government, the protection of intellectual property rights, adherence to various standards, customs procedures, the use of trade remedies such as anti-dumping and countervail, and the subsidization of industry.

Preferential tariff treatment and elimination of certain trade barriers are provided to countries with which Canada has trade agreements and also to other designated groups of countries based on meeting certain criteria.  Ireland is designated as a country eligible to receive “Most Favoured Nation (MFN)” tariff treatment which is the prefential treatment afforded to countries who like Canada are members of the World Trade Organization (WTO).

Key requirements and considerations relative to importing goods into Canada are as follows:

• Importers are required to declare the imported goods upon entry into Canada and to pay customs duties and excise taxes

• The amount of customs duties payable is a function of the rate of duty(determined by the tariff classification and the origin of the goods,and as set out in the Schedule to Canada’s Customs Tariff) and the value for duty

• As noted above, the tariff classification is based on the WTO’s Customs Valuation Code, and has been implemented into Canada’s Customs Act
• While tariff classification is based on the harmonized system, goods may be classified differently in Canada than in other countries, which often raises the question of whether a product should undergo the necessary tar­iff shift to claim preferential treatment under a trade agreement such as NAFTA

• There are many special tariff items under the Customs Tariff that allow for duty relief, in certain situations

Websites with further information related to import duties and requirements are:

http://www.cbsa-asfc.gc.ca/import/menu-eng.html

http://www.cbsa-asfc.gc.ca/import/ar-da/menu-eng.html

http://cbsa-asfc.gc.ca/trade-commerce/tariff-tarif/menu-eng.html

http://cbsa-asfc.gc.ca/trade-commerce/tariff-tarif/2012/01-99/01-99-t2012-eng.pdf

In addition to customs duties, General Sales Tax (GST) in the amount of five per cent is also payable upon the importation of goods. Importers registered under the Excise Tax Act will be able to recover GST paid by claiming an input tax credit

Other requirements for imported goods include goods-specific requirements such as need to be marked with country of origin, pre-packaged products subject to requirements under the federal Consumers Packaging and Labelling Act, significant legislative requirements relating to the importation of foods, agricultural commodities, aquatic commodities and agricultural inputs which are all subject to the inspection procedures of the Canadian Food Inspection Agency

Canada maintains quantitative restrictions (tariff rate quotas) primarily on sensitive agricultural products under the authority of the Export and Import Permits Act, which authorizes an import control list. A permit must be obtained to import most of these products

Certain goods are prohibited from being imported into Canada.  The federal Export and Import Permits Act (EIPA) controls these goods through the establishment of three lists: the Import Control List (ICL), the Export Control List (ECL) and the Area Control List (ACL)

Goods identified on the ICL require an import permit, subject to exemptions

As suggested by a number of Irish companies that have successfully entered the Canadian market (Section 2), it is advisable to seek local assistance to review and proceed through any regulatory requirements to ensure a smooth and timely process.

TAX

There is a tax treaty between Canada and Ireland revised as of October 2003.  Irish companies are able to enjoy reduced taxes and other benefits as a result of this treaty.  Companies planning on setting up operations in Canada for the first time should spend time understanding the treaty as well as general legal requirements, tax regulations, and certain other statutory regulations or obligations to be met. This helps avoid unnecessary penalties and administration costs, and achieve tax savings in the long term. There are specific tax impacts on different entity set-ups. In order to establish an entity structure with long-term tax savings, an investor should consider the following:

• In Canada, corporate income taxes are imposed at the federal level in accordance with the Income Tax Act (ITA, at a rate of 15% in 2012, as well as by the various provinces and territories at a rate of 10-16% depending on region

• A corporation incorporated in Canada (i.e. subsidiary) will be considered resident in Canada and subject to Canadian federal income tax on its worldwide income; income of the subsidiary may also be subject to provincial and/or territorial income tax

• The calculation of the subsidiary’s income for federal taxation purposes is based on the specific rules of the ITA and any applicable provincial or territorial tax legislation

• Transactions between the subsidiary and any person with whom it does not deal at arm’s length, including its parent corporation, will generally have to be effected for tax purposes on a “fair market value” basis

• Branch operations are considered non-resident corporations and as such Irish companies set up as branch operations can take advantage of any preferential treatment afforded by the Canada-Ireland treaty

• Please see www.fin.gc.ca/treaties-conventions/notices/irelnot_-eng.asp for specific details on the Canada-Ireland tax treaty which relates to federal requirements for non-resident corporations

• A non-resident corpora­tion that ‘carries on business’ in and is deemed to have a ‘permanent establishment’ in Canada must pay income tax on income earned in Canada. Income computation methods and rules would be similar to that applied for a subsidiary

• The definition of  “carrying-on business” is largely determined based on  the place where the contract is concluded and the place of operations from which profits arise and the classifications of ‘permanent establishment’ applicable for Irish companies are outlined in Article 5 of the treaty

• Having sales representatives in Canada would not usually be considered to be ‘permanent establishment’ as long as the agent does not conclude contracts in Canada.  Also use of an independent agent acting in the ordinary course of their business would not be considered ‘permanent establishment’.  For further detail, see Article 5 of the treaty

• Article 23 of the treaty outlines the preferential treatment afforded to Irish non-resident companies to avoid double taxation (i.e. in Ireland and Canada on the same income)
• A withholding tax is payable on passive income such as dividends, rent and royalties from Canadian sources.  The Canada-Ireland treaty limits the rate of this withholding tax to 5% for dividends between affiliated companies, 15% for dividends in all other cases, 10% for interest (relief if from arms-length source), 10% for royalties and provides an exemption in respect of certain copyright royalties and for certain payments made for the use of any patent, computer software, and for information concerning industrial, commercial or scientific experience

• The above withholding tax regime also applies to a subsidiary’s payments to non-residents

• In addition to the taxes imposed, persons carrying on business in Canada must maintain books and records with respect to Canadian operations at a Canadian place of business or otherwise make them available for audit by the Canada Revenue Agency (CRA)

• A tax return must be filed each year regardless of whether the corporation has made a proit of not.  Penalties are levied for late filing of returns, omission of amounts when computing income, false or negligent statements and for failure to withhold or remit taxes as required

• A Canadian-controlled private corporation (CCPC) receives preferential tax treatment, including reduced rates on a specified amount of its active business income. For a non-resident to be eligible to carry on business in Canada through a CCPC they must not have a controlling interest in the company (i.e. legal control must be less than 50%)

• Given all the nuances in definition and complexity of tax treatments, it would be of benefit to consult with tax advisors prior to determining business structure.

Exchange controls

There are no foreign exchange or currency controls in Canada.  Any profits from a Canadian business can be freely paid out to the foreign investor.  Canadian dollar income can be freely exchanged into another currency at the best available rate of exchange and sent out of the country. The only restriction on such payments is the requirement to satisfy Canadian withholding tax obligations. No restrictions are imposed on borrowing from abroad, the repatriation of capital, or on the ability to remit dividends, profits, interests, royalites and similar payments from Canada.

VAT

The federal government and most of the provinces have sales tax regimes. The federal government imposes a five per cent value added tax called the goods and services tax (GST) that applies to most products and services made in Canada. Certain types of property and services, including most financial services, are exempt for GST purposes and certain supplies, including exports, are taxed at a rate of zero per cent.

GST is also levied on taxable goods imported into Canada, and there are self-assessment obligations on certain purchasers of imported services and intangibles.  While this tax applies at each stage of the production and distribution chain, it is imposed on the ultimate consumer. Accordingly, businesses involved in commercial activities are entitled to recover the GST they pay by means of an input tax credit mechanism.

It is not always easy to determine whether supplies made to or by non-residents of Canada attract GST; and therefore consideration of specific rules is required. For example, whether GST applies to e-commerce developments requires close examination.

Five provinces have harmonized their provincial sales taxes with the GST, namely: Nova Scotia, New Brunswick, Newfoundland and Labrador, British Columbia and Ontario. In these Provinces, the harmonized sales tax (HST) made up of the federal five per cent GST component and the provincial component, which varies from 7 to 10 per cent, applies on the same basis as the GST.

Once it is determined that a supply is made in Canada, it must then be determined whether the supply is made in a harmonized province and therefore subject to HST. Detailed rules apply to determine whether a supply is made in a harmonized province, which vary depending on the type of supply.

The Provinces of Saskatchewan, Manitoba and Prince Edward Island currently impose a provincial retail sales tax on the end-users of most tangible personal property and some types of services. General rates of tax vary from five to 10 per cent.

Alberta does not impose a retail sales tax. Québec imposes a 9.5 per cent value-added tax

Non-resident corporations with a permanent establish­ment in Canada are deemed to be resident in Canada for GST/HST purposes and may be required to register for and collect GST/HST on all taxable supplies of property and services made through the permanent establishment. Special rules may require self-assess­ment for GST/HST on intangible property and services sourced from outside of Canada.

Immigration/visa

• Temporary entry into Canada for Irish company representatives seeking to engage in “international business activities without entering the Canadian labour market” is relatively easy.  There are no Visa requirements for Irish citizens entering Canada.  There is also not a work permit requirement if activities are classified as that of a ‘business visitor’. At a later stage if managerial or specialised personnel are to be transferred from Ireland to Canada, work permits would need to be obtained.

• Examples of common activities that would fall under the definition of ‘Business Visitor’ include exploring opportunities, attending business meetings, negotiating sale of Irish-origin goods, providing after sales service, training Canadian employees and attending seminars and trade shows

• Documents required to enter Canada include, a valid passport or travel document that will be valid until the end of your stay, letters of support from your parent company and a letter of invitation from the Canadian host business or a Letter of Recognition from Canada Border Services Agency (CBSA), a copy of any contracts or bills to support your visit, 24-hour contact details of your business host in Canada and proof that you have enough money for both your stay in Canada and your return home as relevant

• There is also a need to satisfy the officer that you will leave Canada at the end of your authorised stay

• For more detailed information re entry under the ‘Business Visitor’ classification, please see www.cic.gc.ca/english/information/faq/visit/index.asp#business

• Work permits will be required once companies decide to establish in Canada and intend to transfer Irish staff.  There are various categories of work permits

• The least cumbersome work permit categories to apply for are those needed to transfer managerial or specialised personnel (“intra-company transferee”) and that needed by entrepreneurs planning to set up a business that will hire Canadians to operate it

• When setting up the corporate and ownership structure of a new business in Canada, consideration should be given to designing it in a way that will allow for the use of these work permit categories

• To be eligible for the “intra-company transferee” work permit, criteria include applicant be an executive, manager or have “specialized knowledge”; applicant has been employed full-time with the Irish company for at least 12 months in the three-year period prior to the application; and  there must be a proper relationship between the Irish entity and the Canadian entity receiving the transferee (e.g., a parent-subsidiary or affiliate owned and controlled by a common parent company)

Growth Sectors

Growth Sectors

‘The strongest opportunities exist in the areas of:

Financial Services

The Canadian banks have emerged as some of the strongest in the world and withstood the global recession well. The banks are well capitalized, well regulated and continue to invest in new technologies.

The export of Irish financial and enterprise software has more than doubled in the period between 2008 and 2011 with an increase of €28.7million. Despite the advanced nature of the sector, local Canadian institutions are deemed to be 12-18 months behind their European counterparts in terms of uptake of new technologies. This dynamic has resulted in significant credibility being bestowed on software solutions companies that have strong reference sites with European financial institutions. UK and European reference sites resonate strongly in Canada, which is why more Irish companies are looking at Canada as their launch point into the US.

• The ‘Top 5 banks’ are all based within a couple of blocks of each other on Bay St. in Toronto;
• Bank of Montreal
• Toronto Dominion
• Royal Bank Canada
• Canadian Imperial Bank Canada
• Bank of Nova Scotia.
• There is a sixth Canadian bank, National Bank which is headquartered out of Montreal.
• The other dominant market players are Desjardins in Quebec, and the three top insurance companies – Manulife Financial, Sun Life Financial and Great West Life.
• The buying cycle for banks is November – January and for insurance and credit unions it is January – March.  It is essential to start engaging with the institutions early in their buying cycles. The sales cycle can be long and it is not unusual to take up to two years to secure a Canadian customer from initial interaction to sale.
• Can be helpful to consider using a partner who is already selling into the financial services vertical in Canada.

Natural Resources

Canada has an abundant supply of natural resources. The country boasts the second largest oil reserves in the world, ranks first in potash production, second in both uranium and nickel, third in natural gas and many more vital minerals.

The Western Canadian natural resources market has entered into a phase of heavy investment, most notably in the oil sands industry. The advances in extraction technology coupled with the price of oil has made many previously inaccessible resources viable to produce. Production in the oil sands is set to double over the next 15 years to 6 million barrels per day. The production ramp has led to shortages of skilled workers and suppliers of goods and services.

The previous metals and commodities mining industries are experiencing a period of investment and growth. The Canadian metals & mining industry grew by 23.4% in 2011 to reach a value of $50.5 billion. Both gold, silver and potash exploration are at record levels. Toronto is an international hub for mining companies due to the investment environment and local expertise. Five of the worlds largest gold producers are Canadian.

Opportunities for Irish companies:

• Providing turnkey services, including manpower and product companies that have applications in the oil and gas industry.

• Irish construction skills have a strong reputation in Canada.

• Besides companies that have traditional expertise in these industries, it is important to consider what other areas may have opportunities in this booming industry.

• Remote telecommunications solutions, enterprise software that enables companies to manage complex projects and even aviation products and services may all have an offering.

Agri Food

Agriculture continues to play an important role in the Canadian federal and provincial economies, making a significant contribution to Gross Domestic Product (GDP) and employment. It directly provides one in eight jobs, employing two million people and accounted for 8.1% of total GDP in 2011. The industry is growing at 1.5% per year for the last 15 years. The Canadian agri food industry is valued at $130bn per year with exports at approximately $35.5 billion.

The Canadian farm machinery industry accounts for $4bn in sales. Major segments include equipment for hay and forage production, tillage, livestock and poultry operations, and grain handling and storage. Barn equipment, wagons and trailers, as well as related implements for niche agricultural sectors make up smaller sections of the industry.

While Ontario and Quebec have strengths in dairy, the bulk of the industry is based in the western prairie provinces — Manitoba, Saskatchewan, and Alberta — which account for almost half of total exports.

• Machinery and technical services to the industry are areas where Irish companies may be able to seek opportunity.
• Irish companies that have been successful in this market have been able to demonstrate machinery that is robust, with scientifically proven results, and demonstrate innovative techniques.

Telecommunications

The total size Canadian Telecoms market as of Jan 2012 was $41 Billion; a number that is predicted to grow to $45 Billion by the end of 2015. This value can be broken down into a landline market worth $24 Billion and a Mobile Wireless industry worth $17 Billion. At $17 billion dollars, Canadas Wireless market represents over 9.4% of the total North American wireless telecom market.

It is the Mobile Wireless segment that is the key area of growth in Canada. Canada has a low mobile adoption rate of 82%, a figure that compares with 113% adoption in Ireland. In 2006 there were only 18 million live mobile users in Canada, this grew to 25 million by Jan 2012 and is predicted to grow at a rate of 8% per annum until full penetration is reached.

Unlike in Ireland and most of the EU where the landline and mobile wireless markets are split into definable segments with different players, the Canadian Telecoms Industry is dominated by 3 large players with 92% Market Share;

–          Rogers Communications: 9.4 Million Subscribers, 35% Market Share

–          Bell Canada: 7.4 Million Subscribers,  29% Market Share

–          Telus Inc: 7.3 Million Subscribers, 28% Market Share

• Canada has one of the worlds most profitable Telecoms Environment – Monthly ARPU = $57

• Bill-Pay Customers out-beat Pre-Pay Customers By 6-1. This billpay model is coupled with long-term contract periods, usually 3 years and comparatively high service charges.

• Rogers Wireless the wireless market leader gains an average monthly RPU of $61 CAN. The long length of the contract period and the penalty incurred to rescind them means switching costs are high.

• The large carriers provide no discount or subsidy on phones which are bought for the purposes of prepay, or when upgraded phones during the term of contract, and so consumers are tied into a cycle of discounted phone and new 3 year contract unless they want to pay full manufactures price for a new handset.

• The market was deregulated and opened to competition in 2008. These new entrants have differentiated themselves by focusing on Pre-Pay customer models. While their subscriber numbers are still relatively low they have experienced strong growth in what is a tough market. In 2011 they collectively grew by an average of 229% and now have a total now control 8% market share.

The strongest opportunities exist in the areas of;

• Rural Telecoms
• WiFi & Data Offload
• Network Optimisation
• Reductions in Operational and Capital Expenditure
• LTE
• Near Field Communication
• Mobile Payments
• M2M

 

Advise from successful companies

Advise from successful companies

Advice from successful exporters

There are many Irish companies who are successfully conducting business in Canada and that number is growing. We asked a selection of these successful entrepreneurs some questions:

• How did they become established in the market
• What were some critical success factors and barriers
• What are some key pieces of advice they would give Irish companies looking to establish in Canada

How Enterprise Ireland can help you succeed in Canada

How Enterprise Ireland can help you succeed in Canada

Enterprise Ireland is committed to assisting clients in entering new markets and expanding your business in your current markets. A team of experienced marketing professionals in Enterprise Ireland’s network is ready to help. Enterprise Ireland can help you build your business across Canada. An overview of our service offering is listed below:

Pre-Visit Support
We can provide

• A sector overview
• A validation of the opportunity for your Product/Service
• An evaluation of your market entry strategy
• Suggested channels to market
• Competitor Analysis
• Relevant contacts / suggested itinerary
• Summary of relevant market information resources

In-Market Support
Services available include:

• Scheduled appointments with market contacts including government
• Office facilities/sales incubator units
• Facilitation of buyer visits to Ireland
• Product launches/workshops at Enterprise Ireland offices/Irish embassy/consulates
• Networking opportunities at events held at EI offices, or the Irish embassy in Canada
• Public relations support and press release service
• Trade fairs/trade missions
• Market development support to access new regions/sectors in Canada
• Introductions to local development agencies for setting up in Canada
• Introductions to third-party professional service providers including legal, marketing/PR and recruitment services.

Access to External Expertise and Advice

International Mentors: Enterprise Ireland has built up an excellent network of individuals in Canada who are available to work with Irish client companies on developing their business. International mentors are individuals who work with your company on a one-to-one basis. The role of the mentor is to listen and advise, to suggest options, and help you to prioritize opportunities. The mentor gives you a fresh and objective perspective that is backed by significant in market experience – while you remain in the driving seat throughout. Depending on your individual requirements, mentors can advise you on all key areas of company development, including:

• More targeted sales and marketing
• Staff development and team building
• Expansion into new export markets
• Better management and financial systems
• Improved production and logistics
• Attracting outside investment
• Strategic business planning
• Management succession.

Ministerial Events
Throughout the year Enterprise Ireland organizes a number of initiatives which are led by government representatives. These can include trade missions, trade shows, buyer lunches, press conferences etc. These are excellent opportunities for your company to be highly profiled with customers and in the wider media.

Financial Assistance

Enterprise Ireland client companies may be eligible to receive financial assistance towards the cost of researching or travelling to the market. For more information, speak with your Development Adviser.