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The H.I.G.H.E.R. PROJECT
(HIGH INTERNATIONAL GROWTH AND
THE HIGHER EDUCATION RESOURCE)
FINAL REPORT
Prepared by Professor Terry Mughan, Project Manager,
and
Professor Lester Lloyd-Reason
The Centre for International Business Research
Lord Ashcroft International Business School
Anglia Ruskin University
The H.I.G.H.E.R. Project Final Report
© Centre for International Business 2/26 - July 2006
Lord Ashcroft International Business School
Anglia Ruskin University
TABLE OF CONTENTS
Section Page
0. Executive Summary 3 – 6
1. Aims and Objectives 7 – 8
2. Methodology 8 – 10
3. Findings 10 – 11
4. Achievements 12 – 14
5. Outputs 14 – 15
6. The H.I.G.H.E.R. Project and its relevance to broader policy
initiatives
15 – 17
Appendix I – Programme of the ‘International Business Growth’ workshop 18
Appendix II – Programme of the ‘Achieving International Growth’ workshop 19
Appendix III – Programme of the ‘Practical and Profitable International Growth’ workshop 20
Appendix IV – Programme of the ‘Researching Export Markets’ workshop 21
Appendix V – List of 51 Companies 22
Appendix VI – Deliverables 1 to 3 Executive Summary Report 23
Appendix VII – List of 17 Companies 24
Appendix VIII – UKTI email broadcast 25
Appendix IX – List of Case Studies 26
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Executive Summary
0.1 The H.I.G.H.E.R. Project was initiated in order to capitalise on earlier work carried
out by Anglia Ruskin University in the area of international trade development in the
East of England. The CEIM project (Competing Effectively in International Markets)
was funded by the East of England Development Agency and identified a range of
actions which could serve to improve support for and performance of companies
which are trading internationally. Among the more critical findings was the
identification of a set of companies which had grown to the point where they were no
longer eligible for mainstream UKTI support but required help in the strategic
management of their international business without having sufficient resources to turn
to large consulting companies.
0.2 The aim of the H.I.G.H.E.R. Project was:
to capitalise on the core competencies of the participating
universities to make a unique and substantial contribution to
business support for international companies in the East of
England.
With the following objectives:
to facilitate the transfer of knowledge and expertise within the H.E. sector into
the regional business support network whilst building the stock of skills within
universities and related agencies.
to promote knowledge sharing between HEIs, companies and government
support agencies in a manner which is directly informed by the emerging
economic strategy for the Eastern region.
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Lord Ashcroft International Business School
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to capitalise on the core competencies of the participating institutions to make
a unique and substantial contribution to business support
0.3 The H.I.G.H.E.R. Project approaches its completion date with 51 companies registered
as beneficiaries of its work in one form or other. For 17 companies this has entailed a
thorough diagnostic and audit of needs followed by interventions including strategic
review, marketing analysis, mentoring and workshops. To illustrate the nature of this
work, a selection of case studies have been written up (in i10 format) and accompany
this report.
0.4 The contribution made by universities to the work of these companies was captured
very lucidly by the two presenters at the Policy Seminar on 14 June 2006.
David Southern, Managing Director of Demco Worldwide, joined the
H.I.G.H.E.R. Project in June 2005. He said "The university connection
allowed us to tap into other peoples’ experience and get up-to-date, hi-
tech, leading edge views."
Martin Cuthbert, Commercial Director of Webtec Products, joined the
H.I.G.H.E.R. Project in February 2006. He said "H.I.G.H.E.R. is
effective because it is tailored to us."
In addition, Philip Mohan, Sales Director of Siderise, who joined the H.I.G.H.E.R.
Project in June 2005, echoes these views. “The H.I.G.H.E.R. programme has been well
managed and it is fair to say that without it, Siderise would have stumbled around for a
long time without making any progress on the international market.”
0.5 The identification and testing of this market for higher education and government
support services represent a new venture within the region and in the United Kingdom.
This has entailed a high degree of collaboration between the universities and with UK
Trade and Investment which has been a key partner in the organisation of workshops
and other events. Regular meetings have been held to plan and prepare workshops
and manage post-event press coverage. A high-level Policy Seminar on 14 June 2006
The H.I.G.H.E.R. Project Final Report
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Lord Ashcroft International Business School
Anglia Ruskin University
confirmed the success of the project and its importance for emerging trends in
business support.
0.6 On a national level this movement was confirmed on 20 July 2006 when UK Trade
and Investment published ‘Prosperity in a Changing World’. This document makes
clear the government’s intention to target its efforts “where they can make the most
difference. This means focusing on important sectors and technologies where the UK
has a comparative advantage, and on the overseas markets which offer the greatest
opportunities”. This policy will for the first time entail large-scale support for
experienced exporters, such as those on the H.I.G.H.E.R. programme, to make early
in-roads into emerging markets and the R&D programme will identify “priority
companies both for inward investment and as potential high-value exporters”. As
UKTI becomes a marketing-led, client-focused organisation, “it will concentrate on
innovative companies; on those with high R&D intensity: on high value potential
investors: on major exporters; and on exporters to emerging markets”.
0.7 The H.I.G.H.E.R. Project has successfully identified and articulated an important
emerging issue for business support, tested and proved the case for higher education
playing a part in this provision and piloted innovative work with a sample of
companies which have reported high satisfaction with the support received. All key
project objectives have therefore been fulfilled. As the Policy Seminar noted, work
with some companies is incomplete and all parties should do the utmost to ensure this
work is continued. As we reach the end of this phase of funding, our main
preoccupation is with the need to continue work with these companies and all avenues
are being explored in this respect.
0.8 Perhaps even more importantly, however we believe we have established a basis for
planning a future where the lives of these kinds of companies are intertwined with the
life of the region’s universities: knowledge transfer in all its forms, where
universities, UKTI and EEDA work together to create truly world-class companies in
their markets.
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Lord Ashcroft International Business School
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0.8.1 Knowledge transfer mechanisms and benefits
Universities which educate students able to dramatically improve the
performance of these companies.
Companies which employ students full-time and on projects with a
rock-solid guarantee of better business management, assisted by
academics who understand both universities and companies.
Operationally-driven SMEs given access to academic resources to
devise and implement a strategic vision and plan for their company.
University courses which are informed by real company practice as
well as theory.
Joint bids for funding for international business opportunities and
research.
More formal involvement of agencies and companies in the curriculum
development of our Business Schools and work-based study where
students provide a direct resource for the implementation of
international business and marketing strategies.
A relationship which enables both partners to leverage the assets of the
other, where company employees earn diplomas in management by
working alongside academics who are simultaneously helping the
student and the company to manage change and growth.
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Aims and Objectives
1.1 The H.I.G.H.E.R. Project was initiated in order to capitalise on earlier work carried
out by Anglia Ruskin University in the area of international trade development in the
East of England. The CEIM project (Competing Effectively in International Markets)
was funded by the East of England Development Agency and identified a range of
actions which could serve to improve support for and performance of companies
which are trading internationally. In addition to this large piece of work, the authors
were invited to act as consultants to the International Trade Forum and to contribute to
the formulation of the new International Trade Strategy for the region. A recurring
theme throughout these and further projects was the potential role of the region’s
universities in improving the international competitiveness of the region’s companies,
in particular those with the products and resources to achieve high growth in overseas
markets.
1.2 The Higher Education Innovation Fund was set up to promote precisely this kind of
knowledge transfer. In the East of England, i10 was the prime vehicle for this kind of
inter-university collaboration with industry and discussions were begun in mid 2004 to
explore the possibility of a project in this area. The University of Hertfordshire joined
Anglia Ruskin and a bid was made jointly to i10 and the East of England
Development Agency for funding to achieve the following aim:
to capitalise on the core competencies of the participating
universities to make a unique and substantial contribution to
business support for international companies in the East of
England.
With the following objectives:
1.2.1 to facilitate the transfer of knowledge and expertise within the H.E. sector into
the regional business support network whilst building the stock of skills within
universities and related agencies.
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1.2.2 to promote knowledge sharing between HEIs, companies and government
support agencies in a manner which is directly informed by the emerging
economic strategy for the Eastern region.
1.2.3 to capitalise on the core competencies of the participating institutions to make
a unique and substantial contribution to business support.
Methodology
2.1 The first phase of the H.I.G.H.E.R. Project comprised three components:
A review of business support services currently available for high growth firms
within and across the region on a sectoral basis. The objective was not to
provide a guide to international business support within the region, but rather
to inform the project work through a better understanding of the potential
target market for the products and service available through HEIs.
A full review of the available literature in the area, including the academic
literature and trade and consultants’ literature dealing with trends and pressures
in the global economy which impact on SME behaviour and growth.
The identification of a sample of companies which are representative of the
region in terms of location, the way in which they behave, the goods or
services they seek to sell and the sector(s) to which they belong. Executives
from 24 companies were interviewed by telephone.
2.2 The next stage involved the running of a workshop for a selected sample of companies
identified from the telephone survey in order to better understand their needs and the
factors which might be acting as barriers to their international growth. (See
Appendix I for the workshop programme).
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2.3 All the firms participating in the workshop were very keen to continue with the project
and a diagnostic auditing tool was then developed and administered during an
interview with these firms. The objective was to explore with them how best the
H.I.G.H.E.R. team could help them exploit opportunities to improve their skills,
networks and readiness to achieve higher international growth.
2.4 The crucial next stage was to make individual presentations of the findings to the
participating firms and to develop an action plan, with agreed objectives, to help the
company achieve its growth aspirations. This was delivered through customised
support including:
Review of their international business strategy
Review and development of their international marketing plan
Help with international market communications
Building internal capabilities to deal with international operations
9 firms attended the workshop and the H.I.G.H.E.R. team continued to work very
closely with them throughout the project to deliver support and to achieve the agreed
objectives.
2.5 Having established market need and developed an appropriate response, a second
workshop was then held in Newmarket (see Appendix II for the workshop
programme) with the collaboration of UKTI to disseminate the findings of the project
and to recruit additional companies. 62 companies registered and 50 delegates
attended the workshop. As a result, more than 32 firms joined the project. The same
model was applied - audit, presentation, agreed action plan and delivery - and again
the H.I.G.H.E.R. team worked closely with these companies throughout the project.
2.6 Two further workshops were offered as a direct response to identified need across the
whole group of companies, namely: ‘Practical and Profitable International Growth’
(see Appendix III) which attracted 10 companies, and ‘Researching Export Markets’
(see Appendix IV) which attracted 15 companies.
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2.7 All the data was presented to the Regional Policy Seminar on 14 June 2006 to which
government agencies in the East of England were invited. There was wide ranging
discussion and general agreement that the H.I.G.H.E.R. Project has identified a clear
market need and appropriate response. This work has directly informed future
provision for this group of mid-scale companies capable of high growth in
international markets.
Findings
3.1 What have we learned about the market and the companies?
There is a gap in support provision for company internationalisation.
Need exists across sectors in companies which are beyond the P2E level in
international markets.
These companies have complicated international operations:
o They are involved in multiple international markets
o Involvement takes many forms – sales, subsidiaries, partnerships,
procurement, and licensing
o Knowledge of and contacts in these markets are extremely difficult to
manage
The management of these operations requires high skills levels:
o Time is taken up with operational management with no opportunity to
build an international strategy
o The international mission is not usually fully understood by all key
personnel
o The international ‘champion’ needs help to win over the organisation
o Internal blockages need to be tackled
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3.2 What makes HEI involvement relevant and successful to this set of companies?
International ‘champions’ tend to be analytical thinkers. Many have HE
diplomas.
They appreciate being critiqued in a constructive manner (academic
consultants as non-executive advisors).
They see academics and students as valuable resources.
They like the support to come to them but they also like the opportunity to mix
with like-minded companies in a reflective environment.
3.3 We find that the key management challenges facing the companies recruited to the
H.I.G.H.E.R. Project were consistent across the sample. These challenges can be
grouped into three categories as identified in the Diagram 1 below:
STRATEGIC
MARKET DECISIONS RELATIONSHIP MANAGEMENT
Strategic competence Organisational learning
Planning Change management
Environment assessment
Competitor analysis
Human Resources
Market entry Cultural issues
Language Skills
Long distance management
Conflict resolution
Knowledge exchange
Partnership management
Diagram 1 - The H.I.G.H.E.R. Service Model
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Achievements
4.1 The H.I.G.H.E.R. Project approaches its completion date with 51 companies (see
Appendix V) registered as beneficiaries of its work in one form or other. In keeping
with the key findings of the first three deliverables (see Appendix VI) which
comprised a broad assessment of the nature of markets and trends which condition the
behaviour of these companies, it was decided that the complexity and uncertainty of
the environment that these companies inhabit warranted a customised approach to
support. As detailed above, the overall programme for each company has comprised
interventions in the areas of strategic management, market decision-making and
relationship management. The precise nature of the work we have done with each
company, whilst having certain common methodological characteristics, depends on
the specific nature of their needs.
4.1.1 For 17 companies (see Appendix VII) this has entailed a thorough diagnostic
and audit of needs followed by interventions including strategic review,
marketing analysis, mentoring and workshops as identified in Diagram 2
below):
Intervention
Outcomes
Company discussions Strategic audit
Objectives
Preliminary meetings
general
agree objectives
Identify
framework
for project
Sub-projects
Responsibilities
Timing
Report
Workshops
Training
Placements
Mentoring
Work
programmes
1.
2.
3. etc.
Other
4 to 6 weeks 3 months Open-ended
Diagnostic
Diagram 2 - The H.I.G.H.E.R. Service Plan
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4.1.2 The other companies have all undergone a detailed diagnostic and audit of
needs. These have been followed by attendance at workshops and individual
consultations, usually with a view to referral on to UKTI for specific market
information support or discussion of a medium term plan for more extensive
intervention.
4.1.3 Given the tailored nature of this work and the extensive involvement described
above in many cases, it has not surprisingly been impossible to bring all of
them to a point where the agreed work schedules has been achieved. More
time and funding are needed to do this.
4.2 The identification and testing of this market for higher education and government
support services represent a new venture within the region and in the United Kingdom.
This work has therefore required substantial innovative efforts on the part of the two
universities involved. The development of databases, diagnostic and audit tools,
analytical instruments and mentoring and workshop materials was all undertaken
specifically for this project (see the i10 H.I.G.H.E.R. Project website
http://intranet.i10.org.uk/subprojects/065.html).
4.2.1 This has entailed a high degree of collaboration between the universities and
with UK Trade and Investment which has been a key partner in the
organisation of workshops and other events. Regular meetings have been held
to plan and prepare workshops (see Appendix VIII – UKTI email broadcast),
and manage post-event press coverage. (See UKTI website
https://www.uktradeinvest.gov.uk/ukti/east_of_england). A press release is
currently being prepared for publication in Innovation East.
4.3 The contribution made by universities to the work of these companies was captured
very lucidly by the two presenters at the Policy Seminar on 14 June 2006.
David Southern, Managing Director of Demco Worldwide, joined
the H.I.G.H.E.R. Project in June 2005. He said "The university
connection allowed us to tap into other peoples’ experience and get
up-to-date, hi-tech, leading edge views."
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Lord Ashcroft International Business School
Anglia Ruskin University
Martin Cuthbert, Commercial Director of Webtec Products, joined
the H.I.G.H.E.R. Project in February 2006. He said "H.I.G.H.E.R. is
effective because it is tailored to us."
In addition, Philip Mohan, Sales Director of Siderise, who joined the H.I.G.H.E.R.
Project in June 2005, echoes these views. “The H.I.G.H.E.R. programme has been
well managed and it is fair to say that without it, Siderise would have stumbled
around for a long time without making any progress on the international market.”
4.3.1 The vibrant knowledge transfer potential of the work is further illustrated by
the fact that the International Sales Manager at one of the participating
companies will be joining the Certificate/Diploma in Management Studies
programme at Anglia Ruskin University in September – this recruitment can
be directly attributable to the H.I.G.H.E.R. Project work with the company.
Furthermore, one company has identified market information needs over and
above the scale of the project and has commissioned the H.I.G.H.E.R. team to
carry this out.
4.4 For a broader assessment of the relevance of the H.I.G.H.E.R. Project to national and
international policy on business support, please refer to Section 6.
Outputs
5.1 i10 H.I.G.H.E.R. website
Outputs from the H.I.G.H.E.R. Project have been regularly uploaded to the i10
website (see http://intranet.i10.org.uk/subprojects/065.html). These include all the
afore-mentioned working documents, announcements, instruments, databases, the
interim reports and the Project Review forms.
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5.2 Case Studies
i10 asked the H.I.G.H.E.R. team to produce a number of company case studies that
could be used for public relations purposes. At the time of submission of this report,
10 case studies (see Appendix IX – List of Case Studies) have been produced but not
all have yet been authorised by the companies. A file containing all 10 case studies is
being sent to i10 under separate cover but cannot yet be placed in the public domain.
The H.I.G.H.E.R. Project and its relevance to
broader policy initiatives
6.1 As explained in Section 2, the project was conceived in response to perceived trends
in company need and policy provision. Recent shifts and initiatives have reinforced
this assessment.
6.2 On a national level this movement was confirmed on 20 July 2006 when UK Trade
and Investment published ‘Prosperity in a Changing World’. This document makes
clear the government’s intention to target its efforts “where they can make the most
difference. This means focusing on important sectors and technologies where the UK
has a comparative advantage, and on the overseas markets which offer the greatest
opportunities”. This policy will for the first time entail large-scale support for
experienced exporters, such as those on the H.I.G.H.E.R. programme, to make early
in-roads into emerging markets and the R&D programme will identify “priority
companies both for inward investment and as potential high-value exporters”. As
UKTI becomes a marketing-led, client-focused organisation, “it will concentrate on
innovative companies; on those with high R&D intensity: on high value potential
investors: on major exporters; and on exporters to emerging markets”.
6.3 On an international level, a major governmental level large-scale study of SME
internationalisation is being carried out by the OECD/APEC called ‘Removing
Barriers to SME Access to International Markets’. The aim of this study is to obtain a
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better understanding of the barriers to internationalising (defined as all those
constraints that hinder the firm’s ability to initiate, to develop, or to sustain business
operations in overseas markets) faced by SMEs, and to share knowledge of
government interventions to reduce those barriers. A high-level conference to
disseminate the findings and to make policy recommendations to the 44 governments
plus the European Commission and the World Trade Organisation is to be held in
Athens in November 2006. A major topic for discussion at the high-level Athens
conference is how national governments can remove barriers for high-growth
international SMEs thus allowing these firms to achieve their potential thereby
contributing to the national economy. The authors of this report are currently engaged
as academic advisers to this project. It has been gratifying to note the reciprocal value
of these two projects and the extent to which the H.I.G.H.E.R. Project has anticipated
several key global trends.
6.4 Conclusion
We believe the i10 H.I.G.H.E.R. Project has established a basis for planning a future
where the lives of these kinds of internationally ambitious companies are intertwined
with the life of the region’s universities. This involvement will be systematic, not
project-based, and will engage universities in long-term knowledge transfer which will
address the market failure for medium-sized companies in the way in which UKTI
currently addresses market failure for small companies. Knowledge transfer in all its
forms, where universities, UKTI and EEDA work together to create truly world-class
high-growth companies in their markets.
6.4.1 Knowledge transfer mechanisms and benefits
Universities which educate students able to dramatically improve the
performance of these companies.
Companies which employ students full-time and on projects with a
rock-solid guarantee of better business management, assisted by
academics who understand both universities and companies.
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Lord Ashcroft International Business School
Anglia Ruskin University
Operationally-driven SMEs given access to academic resources to
devise and implement a strategic vision and plan for their company.
University courses which are informed by real company practice as
well as theory.
Joint bids for funding for international business opportunities and
research.
More formal involvement of agencies and companies in the curriculum
development of our Business Schools and work-based study where
students provide a direct resource for the implementation of
international business and marketing strategies.
A relationship which enables both partners to leverage the assets of the
other, where company employees earn diplomas in management by
working alongside academics who are simultaneously helping the
student and the company to manage change and growth.
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Lord Ashcroft International Business School
Anglia Ruskin University
Appendix I
High International Growth and the Higher Education Resource (H.I.G.H.E.R. PROJECT)
International Business Growth Workshops
PPPrrrooogggrrraaammmmmmeee
222777 JJJUUUNNNEEE 222000000555
aaattt HHHaaatttfffiiieeelllddd
PROGRAMME
3:30 p.m. Arrival and Coffee
3:45 p.m. Welcome and Presentation of the H.I.G.H.E.R. Project
Terry Mughan, Project Director
4:05 p.m. Aims of the Workshop
Discussion facilitated by Terry Mughan
4:15 p.m. Key Concepts and Issues affecting the High-Growth Firm Professor Lester Lloyd-Reason
4:30 p.m. Case Study:
The medium-sized firm and the challenge of international growth
5:30 p.m. Break and Coffee
5:45 p.m. Next Steps:
- Further support and events available to companies:
Surgeries and individual feedback opportunity
Further events and learning opportunities
- Review of the day’s aims
6:30 p.m. Dinner
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Appendix II
ACHIEVING INTERNATIONAL GROWTH
WORKSHOP
3:30 P.M. Arrival and coffee
4:00 P.M. Introduction
Terry Mughan, Project Director
4:20 P.M. What is International Growth and how can you achieve it? Professor Lester Lloyd-Reason
4:50 P.M. How can we help you move forward? Terry Mughan, Project Director
5:20 P.M. Discussion and individual talks with your university and
UKTI advisors
Focus group — UKTI
Discussion focussing on your specific needs
6:30 P.M. Dinner
PROGRAMME
28 FEBRUARY 2006
at Newmarket
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Appendix III
High International Growth and the Higher Education Resource
(H.I.G.H.E.R. PROJECT)
PRACTICAL AND PROFITABLE INTERNATIONAL GROWTH
WORKSHOP
Tuesday, 6 JUNE 2006
at the Trinity Centre, Cambridge
PROGRAMME
3:15 p.m. Arrival and Coffee
3:25 p.m. Welcome and Aims of the Workshop
Philip Robinson, Anglia Ruskin University, LAIBS
3:30 p.m. What makes a strong competitive strategy and what is yours?
Dr. Brian Smith
5:00 p.m. Break and Refreshments
5:15 p.m. Internationalising your strategy: which markets, and how to
exploit them
Dr. Brian Smith
6:45 p.m. Conclusion and Feedback
Dr. Brian Smith
7:00 p.m. Buffet
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Appendix IV
High International Growth and the Higher Education Resource
(H.I.G.H.E.R. PROJECT)
RESEARCHING EXPORT MARKETS WORKSHOP
Tuesday, 13 JUNE 2006
The Wellcome Trust Conference Centre,
Hinxton, Cambridge
PROGRAMME
3:00 p.m. Arrival and Coffee
3:30 p.m. Welcome and Aims of the Workshop
Greg Oshea, Anglia Ruskin University, LAIBS
3:40 p.m. International Business Opportunities
Mr. Martin Keepfer, Senior International Trade Adviser, Bedfordshire
Mr. Anton Rudgalvis, Head of the UKTI International Trade Team, Bedfordshire
4:40 p.m. Researching Export Markets – Part I
Mr. Robin Godfrey, Manager of the Export Marketing Research Scheme (EMRS)
5:30 p.m. Break and Coffee
5:45 p.m. Researching Export Markets – Part II
Mr. Robin Godfrey, Manager of the Export Marketing Research Scheme (EMRS)
7:00 p.m. Conclusion and Feedback
Mr. Martin Keepfer, Mr. Anton Rudgalvis and Mr. Robin Godfrey
7:15 p.m. Dinner
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Appendix V List of 51 Companies
No. Company name Sector
1 A Different View Fin+Bus
2 Adder Technology Ltd. ICT
3 Advanced Handling Ltd. AdvEng
4 Amina Technologies Ltd. ICT
5 Asess7 Fin+Bus
6 Asymptote Ltd. Health+Bio
7 BHR Group Ltd. AdvEng
8 Biosynergy (Europe) Ltd. Health+Bio
9 Boddingtons Ltd. Agri-Food
10 Business Web Software Ltd. Fin+Bus
11 Cab Glazing Services Transp
12 Cambridge Design Partnership ICT
13 Caress Precision Products AdvEng
14 Catomance AdvEng
15 Choate Technology Services Ltd. Energy
16 CIP Ltd. ICT
17 CPC Ltd. Creative
18 Demco Worldwide Ltd. Educ+Training
19 Exxcom Ltd. ICT
20 Gameware Development Ltd. ICT
21 Hitech Instruments Ltd. Agri-Food
22 Hunter Scientific Ltd. Health+Bio
23 Jaltek Systems Ltd. ICT
24 Key Photo Creative
25 Labcraft Energy
26 Liftshare Company Ltd. Transp
27 Maycast Nokes AdvEng
28 MDM Index Ltd. Fin+Bus
29 Medi-Plinth Ltd. Health+Bio
30 Mu-Technologies Health+Bio
31 NewGenn Research Ltd. Health+Bio
32 Opera Group Fin+Bus
33 Petro Technik Ltd. Energy
34 Pixels UK Ltd. Creative
35 Plextek Ltd. ICT
36 Principal Focus Computing ICT
37 Qualitetch Components Ltd. AdvEng
38 Rosco Interests Ltd. Health+Bio
39 Sepura Ltd. ICT
40 Siderise Ltd. AdvEng
41 Somerwood Ltd. Health+Bio
42 Stormsure Ltd. AdvEng
43 The Curtain Girls Ltd. Fin+Bus
44 The Predator People Ltd. Agri-Food
45 Tristel Health+Bio
46 Uvitec Ltd. Health+Bio
47 Vebra Solutions Ltd. ICT
48 Visual Planet Ltd. Creative
49 Webtec Products Ltd. AdvEng
50 XEXCO Educ+Training
51 XJTAG ICT
The H.I.G.H.E.R. Project Final Report
© Centre for International Business 23/26 - July 2006
Lord Ashcroft International Business School
Anglia Ruskin University
Appendix VI
Deliverables 1 to 3 - EXECUTIVE SUMMARY
The i10 H.I.G.H.E.R. Project has as its target a segment of the business community which is
problematical for the policy-making community, concerning specifically the unclear
relationship between medium-sized companies, internationalisation and government-led
support.
The first phase (Deliverables 1-3) of the H.I.G.H.E.R. Project was funded by EEDA as a
contribution to Anglia Ruskin and i10 and as an acknowledgement of previous work and
future partnership. The purpose of the first three Deliverables was to test the foundations for
the Project and provide a planning and marketing base for it. By means of a literature review,
a study of key sectoral players and the development of a mailing list, we intended to test the
market, conceptually, experientially and statistically. This study generated several thousand
pages of literature, summarised at several levels; over one hundred hours of telephone
conversations and face-to-face interviews and a large database of almost 5000 companies
sortable by up to 30 fields. All of this data is currently being classified and catalogued and
will soon be available for further examination and analysis. The key findings emerging from
the data are elaborated upon in this Summary Report:
Changes in the global economy are creating new forces which engender both
opportunities and threats for medium-sized companies which will require them to
behave more like large companies than small ones
Levels of awareness and skills to deal with these forces are often low and it is not easy
to lead companies to water
Such companies exist in varying numbers across all priority sectors and while the East
of England is developing an infrastructure to support them, some sectors are better
positioned than others to help companies internationalise
The database exercise has helped us identify a large enough sample of these
companies to fulfil the aims of the project and inform future marketing needs
The H.I.G.H.E.R. Project has now moved into its second phase, funded by i10, and the
findings presented here are closely informing all decisions about the execution of subsequent
Deliverables.
Terry Mughan
Project Director April 2005
Anglia Ruskin would like to acknowledge the assistance of the University of Hertfordshire in
completing Deliverable One and of the Wood Holmes Group in completing Deliverable
Three.
The H.I.G.H.E.R. Project Final Report
© Centre for International Business 24/26 - July 2006
Lord Ashcroft International Business School
Anglia Ruskin University
Appendix VII
List of 17 Companies
No. Company name Sector
1 Adder Technology Ltd. ICT
2 Advanced Handling Ltd. AdvEng
3 Business Web Software Ltd. Fin+Bus
4 Catomance Technologies Ltd. AdvEng
5 CIP Ltd. ICT
6 Demco Worldwide Ltd. Educ+Training
7 Exxcom Ltd. ICT
8 Jaltek Systems Ltd. ICT
9 Micro Circuit Engineering Ltd. AdvEng
10 Opera Group Fin+Bus
11 Principal Focus Computing ICT
12 Qualitetch Components Ltd. AdvEng
13 Sepura Ltd. ICT
14 Siderise Ltd. AdvEng
15 Tristel Health+Bio
16 Visual Planet Ltd. Creative
17 Webtec Products Ltd. AdvEng
The H.I.G.H.E.R. Project Final Report
© Centre for International Business 25/26 - July 2006
Lord Ashcroft International Business School
Anglia Ruskin University
Appendix VIII
UKTI E-mail Broadcast
From: David Earp [mailto:[email protected]]
Sent: Monday, February 20, 2006 2:28 PM
To: David Earp Subject: Achieving International Growth Event, Newmarket - 28 Feb 06
The H.I.G.H.E.R. Project Final Report
© Centre for International Business 26/26 - July 2006
Lord Ashcroft International Business School
Anglia Ruskin University
Appendix IX
List of Case Studies
No. Company name Sector
1 Advanced Handling Ltd. AdvEng
2 Business Web Software Ltd. Fin+Bus
3 Catomance Technologies Ltd. AdvEng
4 CIP Ltd. ICT
5 Demco Worldwide Ltd. Educ+Training
6 Exxcom Ltd. ICT
7 Jaltek Systems Ltd. ICT
8 Opera Group Fin+Bus
9 Siderise Ltd. AdvEng
10 Visual Planet Ltd. Creative